نشریه مدیریت ورزشی

شماره جاری

بر اساس شماره‌های نشریه

بر اساس نویسندگان

بر اساس موضوعات

نمایه نویسندگان

نمایه کلیدواژه ها

درباره نشریه

اهداف و چشم انداز

اعضای هیات تحریریه

اصول اخلاقی انتشار مقاله

بانک ها و نمایه نامه ها

پیوندهای مفید

پرسش‌های متداول

فرایند پذیرش مقالات

اطلاعات آماری نشریه

اخبار و اعلانات

سیاست های نشریه

ارائۀ مدل چندسطحی مدیریت تنوع اثربخش در باشگاه‌های لیگ برتر فوتبال ایران

نوع مقاله : مقاله پژوهشی

نویسندگان

1 گروه تربیت ‌بدنی و علوم ورزشی، دانشکدۀ ادبیات و علوم انسانی، دانشگاه آزاد اسلامی، جهرم، ایران

2 گروه مدیریت ورزشی، دانشکدۀ علوم ورزشی، دانشگاه اصفهان، اصفهان، ایران

3 گروه تربیت‌ بدنی و علوم ورزشی، دانشکدۀ ادبیات و علوم انسانی، دانشگاه آزاد اسلامی، جهرم، ایران

4 گروه تربیت ‌بدنی و علوم ورزشی، دانشکدۀ ادبیات و علوم انسانی، دانشگاه جهرم، جهرم، ایران

چکیده

مقدمه: به‌منظور بهره‌گیری و عملکرد مطلوب بازیکنان، یکی از راهکارهای مدیران ورزشی استفاده از مدیریت تنوع اثربخش است. ازاین‌رو هدف اصلی تحقیق حاضر ارائۀ مدل چندسطحی مدیریت تنوع اثربخش در باشگاه‌های لیگ برتر فوتبال ایران بود.
روش پژوهش: پژوهش از نظر هدف کاربردی و از نظر روش آمیختۀ متوالی (کیفی-کمی) است. جامعۀ آماری شامل پژوهش‌‌های قابل دسترس در پایگاه‌‌های علمی معتبر در بحث مدیریت تنوع و همچنین استادان، مدیران، مربیان و بازیکنان لیگ برتر فوتبال ایران بود. نمونه‌گیری با روش هدفمند انجام گرفت. شناسایی عوامل با روش فراترکیب و تعیین روابط میان آن‌ها به کمک مدلسازی ساختاری تفسیری انجام پذیرفت.
یافته‌ها: تحلیل یافته‌ها نشان داد مدیریت تنوع اثربخش در باشگاه‌های فوتبال لیگ برتر ایران در چهار سطح فردی، تیمی، باشگاهی و اجتماعی طبقه‌بندی شده است. این مدل شامل هشت نوع پیامد در سطح فردی شامل کارایی و اثربخشی، رشد و پیشرفت، رفاه و بهزیستی، عدم نگرانی هویتی، تعهد و مسئولیت‌پذیری، خودکارامدی بالاتر، افزایش انگیزه، تلاش، رضایت و وفاداری است. همچنین در سطح باشگاهی شامل چهار عامل ارتباطات و هماهنگی، رفتار عادلانه، ادغام تفاوت‌ها و انسجام تیمی و مشارکت در تصمیم‌گیری تاکتیکی است. در سطح باشگاهی نیز به سیاست‌ها و فرایندهای مدیریت باشگاهی اشاره کرده و در سطح اجتماعی نیز عواملی همچون قانونگذاری، وضعیت اجتماعی اقتصادی و فرهنگی را شناسایی کرده است.
نتیجه‌گیری: باشگاه‌های فوتبال در ایران باید بر مؤلفه‌ها و اصول ‌‌‌مدیریت ‌تنوع در سطوح مختلف فردی، تیمی، باشگاهی و اجتماعی تمرکز بیشتری داشته باشند.

کلیدواژه‌ها

عنوان مقاله [English]

Presenting a Multi-Level Model of Effective Diversity Management in Iranian Football Premier League Clubs

نویسندگان [English]

  • Abdolrahim Khodajoo 1
  • Masood NaderiyanJahromi 2
  • Hosain Dastbarhagh 3
  • Mohammad Sadegh Afroozeh 4

1 Department of Physical Education and Sports Science, Faculty of Literature and Humanities, Islamic Azad university, Jahrom, Iran.

2 Department of Sport Management, Faculty of Sport Sciences, University of Isfahan, Isfahan, Iran

3 Department of Physical Education and Sports Science, Faculty of Literature and Humanities, Islamic Azad university, Jahrom, Iran

4 Department of Physical Education and Sports Science, Faculty of Literature and Humanities, university of Jahrom, Iran

چکیده [English]

Introduction: In order to benefit and optimize the performance of players, one of the strategies of managers is to use effective diversity management, so the main purpose of this study was to provide a multi-level model of effective diversity management in Iranian Football Premier League clubs.
Methods: This research is applied in terms of purpose and in terms of method, it is a sequential mix. The statistical population included researches available in reputable scientific databases in the field of diversity management as well as professors, managers, coaches and players. The sampling method was purposeful and the identification of factors was done by meta-combination method and determining the relationships between them with the help of interpretive structural modeling.
Results: The results showed that effective diversity management is classified into 4 levels: individual, team, club and social. This model includes 8 types of outcomes at the individual level including efficiency and effectiveness, growth and development, welfare and well-being, lack of identity concern, commitment and responsibility, higher self-efficacy, increased motivation, effort, satisfaction and loyalty. At the club level, it also includes four factors: communication and coordination, fair behavior, integration of differences and team cohesion, and participation in tactical decision-making. At the club level, it has referred to the policies and processes of club management, and at the social level, it has identified factors such as legislation, socio-economic status and culture.
Conclusion: Football clubs in Iran should focus more on the principles of diversity management at different individual, team, club and social levels

کلیدواژه‌ها [English]

  • Diversity Management
  • Football players
  • Team cohesion
  • Team efficiency
  • Variety of players
مراجع
Arzeshmand, M., Naderianjahromi, M., safania, M. A., & Farahani, A. (2021). The effect of diversity management on the productivity of the staff of Payame Noor Physical Education Departments with emphasis on the mediating role of organizational justice. Organizational Behavior Management in Sport Studies, 7(4), 129-142. (In Persian).
Brandes, L., Franck, E., & Theiler, P. (2009). The effect from national diversity on team production—Empirical evidence from the sports industry. Schmalenbach Business Review, 61(2), 225-246.
Braun, V., & Clarke, V. (2006). Using thematic analysis in psychology. Qualitative research in psychology, 3(2), 77-101.
Byrne, D. (1971). The Attraction Paradigm Academic Press. New York, NY, USA.
Chalip, L. (2006). Toward a distinctive sport management discipline. Journal of sport management, 20(1), 1-21.
Cunningham, G. B. (2006). The influence of group diversity on intergroup bias following recategorization. The Journal of social psychology, 146(5), 533-547.
Cunningham, G. B., & Fink, J. S. (2006). Diversity in sport and leisure. Journal of Sport Management, 20(4), 455-564.
Cunningham, G. B., & Sagas, M. (2004). Group diversity, occupational commitment, and occupational turnover intentions among NCAA Division IA football coaching staffs. Journal of Sport Management, 18(3), 236-254.
Cunningham, G. B., Dixon, M. A., Singer, J. N., Oshiro, K. F., Ahn, N. Y., & Weems, A. (2021). A site to resist and persist: Diversity, social justice, and the unique nature of sport. Journal of Global Sport Management, 6(1), 30-48.
Cunningham, G. B., Fink, J. S., & Doherty, A. (Eds.). (2015). Routledge handbook of theory in sport management. Routledge.
Danna, K., & Griffin, R. W. (1999). Health and well-being in the workplace: A review and synthesis of the literature. Journal of management, 25(3), 357-384.
DeSensi, J. T. (1995). Understanding multiculturalism and valuing diversity: A theoretical perspective. Quest, 47(1), 34-43.
Di Palma, D., Raiola, G., & Tafuri, D. (2017). The strategic contribution of sport to the management of diversity. Sport Science, 10(1), 40-43.
Di Palma, D., Tafuri, D., Ascione, A., & Raiola, G. (2018). Social, tourism and educational development through sport. Journal of Physical Education and Sport, 18, 473-478.
Doherty, A. J., &Chelladurai, P. (1999). Managing cultural diversity in sport organizations: A theoretical perspective. Journal of Sport management, 13(4), 280-297.
Ely, R. J., & Thomas, D. A. (2001). Cultural diversity at work: The effects of diversity perspectives on work group processes and outcomes. Administrative science quarterly, 46(2), 229-273.
Fink, J. S., & Pastore, D. L. (1999). Diversity in sport? Utilizing the business literature to devise a comprehensive framework of diversity initiatives. Quest, 51(4), 310-327.
Flynn, F. J. (2005). Having an open mind: the impact of openness to experience on interracial attitudes and impression formation. Journal of personality and social psychology, 88(5), 816.
Goswami, S., & Kishor, B. (2018). Exploring the relationship between workforce diversity, inclusion and employee engagement. Drishtikon: A Management Journal, 9(1), 65.
Guillaume, Y. R., Dawson, J. F., Priola, V., Sacramento, C. A., Woods, S. A., Higson, H. E., ... & West, M. A. (2014). Managing diversity in organizations: An integrative model and agenda for future research. European journal of work and organizational psychology, 23(5), 783-802.
Haas, H., &Nüesch, S. (2012). Are multinational teams more successful? The International Journal of Human Resource Management, 23(15), 3105-3113.
Hajro, A., Gibson, C. B., &Pudelko, M. (2017). Knowledge exchange processes in multicultural teams: Linking organizational diversity climates to teams’ effectiveness. Academy of Management Journal, 60(1), 345-372.
Harrison, D. A., Newman, D. A., & Roth, P. L. (2006). How important are job attitudes? Meta-analytic comparisons of integrative behavioral outcomes and time sequences. Academy of Management journal, 49(2), 305-325.
Holck, L., Muhr, S. L., &Villeseche, F. (2016). Identity, diversity and diversity management: On theoretical connections, assumptions and implications for practice. Equality, Diversity and Inclusion: An International Journal.
Horwitz, S. K., & Horwitz, I. B. (2007). The effects of team diversity on team outcomes: A meta-analytic review of team demography. Journal of management, 33(6), 987-1015.
Houshangi, H., & Aslipoor, H. (2019). Explaining Strategic visions and public policies for ethnic diversity management in Islamic Republic of Iran. Journal of Public Policy, 4(4), 133-151. (in persian).
Hughes, C. (2019). Description and Recognition of a Quality, Inter-Personnel Diverse Workforce. In Workforce Inter-Personnel Diversity.Palgrave Macmillan, Cham. 9-26
Joshi, A., &Roh, H. (2009). The role of context in work team diversity research: A meta-analytic review. Academy of management journal, 52(3), 599-627.
Khorasani, A., Maleki, H., & Maarefvand, Z. (2013). Diversity management role in improving the quality of teamwork; Reflecting the experience of working teams SAPCO. Journal of Management and Planning In Educational System, 6(1), 9-26. (In Persian).
Kibaek, K. I. M., Pickett, A. C., Stokowski, S., & Jinwook, H. A. N. (2022). Promoting Educational Outcomes Through Openness to Diversity: An Exploration of Sport and Physical Activity. Journal of Education and Recreation Patterns, 3(2), 60-76.
Lapchick, R. (2018). The 2018 racial and gender report card: Major League Baseball. TIDES The Institute for Diversity and Ethics in Sports.
Lee, H. W., & Kim, E. (2020). Workforce diversity and firm performance: Relational coordination as a mediator and structural empowerment and multisource feedback as moderators. Human Resource Management, 59(1), 5-23.
Lee, W., & Cunningham, G. B. (2019). Group diversity's influence on sport teams and organizations: a meta-analytic examination and identification of key moderators. European Sport Management Quarterly, 19(2), 139-159.
Liang, H. Y., Shih, H. A., & Chiang, Y. H. (2015). Team diversity and team helping behavior: The mediating roles of team cooperation and team cohesion. European Management Journal, 33(1), 48-59.
May, T., Harris, S., & Collins, M. (2013). Implementing community sport policy: Understanding the variety of voluntary club types and their attitudes to policy. International journal of sport policy and politics, 5(3), 397-419.
Mikkelsen, E. N., &Wåhlin, R. (2020). Dominant, hidden and forbidden sense making: The politics of ideology and emotions in diversity management. Organization, 27(4), 557-577.
Milliken, F. J., & Martins, L. L. (1996). Searching for common threads: Understanding the multiple effects of diversity in organizational groups. Academy of management review, 21(2), 402-433.
Nichols, G., & James, M. (2008). One size does not fit all: implications of sports club diversity for their effectiveness as a policy tool and for government support. Managing leisure, 13(2), 104-114.
Olusegun, O. O., Abdulraheem, I., & Nassir, B. A. (2018). Workforce diversity management strategies and organizational performance in the food and beverage industries in Lagos State, Nigeria. Scholedge International Journal of Management & Development, 5(1), 1-14.
Ozturk, M. B., &Tatli, A. (2016). Gender identity inclusion in the workplace: broadening diversity management research and practice through the case of transgender employees in the UK. The International Journal of Human Resource Management, 27(8), 781-802.
Park, J. S. Y. (2020). Translating culture in the global workplace: Language, communication, and diversity management. Applied Linguistics, 41(1), 109-128.
Prinz, J., & Wicker, P. (2016). Diversity effects on team performance in the Tour de France. Team Performance Management.
Ressler, W. H. (2013). Baseball players, organizational communication, and cultural diversity: organizational citizenship behavior in minor-league clubhouses. NINE: A Journal of Baseball History and Culture, 21(2), 77-97.
Sandelowski, M., & Barroso, J. (2006). Handbook for synthesizing qualitative research. springer publishing company.
Siciliano, J. I. (1996). The relationship of board member diversity to organizational performance. Journal of business ethics, 15(12), 1313-1320.
Solanki, R. B., & Saxena, A. (2016). Workforce diversity and its impact on productivity. Prestige International Journal of Management and Research, 33, 00178-6.
Spaaij, R., Knoppers, A., & Jeanes, R. (2020). “We want more diversity but…”: Resisting diversity in recreational sports clubs. Sport Management Review, 23(3), 363-373.
Spaaij, R., Magee, J., Farquharson, K., Gorman, S., Jeanes, R., Lusher, D., &Storr, R. (2018). Diversity work in community sport organizations: Commitment, resistance and institutional change. International Review for the Sociology of Sport, 53(3), 278-295.
Spracklen, K., Hylton, K., & Long, J. (2006). Managing and monitoring equality and diversity in UK sport: An evaluation of the sporting equals racial equality standard and its impact on organizational change. Journal of Sport and Social Issues, 30(3), 289-305.
Tafuri, D., Di Palma, D., & Raiola, G. (2017). The role of the diversity manager for valuing diversity in sport. Sport science, 10(1), 70-74.
Tekleab, A. G., Karaca, A., Quigley, N. R., & Tsang, E. W. (2016). Re-examining the functional diversity–performance relationship: The roles of behavioral integration, team cohesion, and team learning. Journal of Business Research, 69(9), 3500-3507.
Timmerman, T. A. (2000). Racial diversity, age diversity, interdependence, and team performance. Small group research, 31(5), 592-606.
Tsui, A. S., Egan, T. D., & O'Reilly III, C. A. (1992). Being different: Relational demography and organizational attachment. Administrative science quarterly, 549-579.
Tuan, L. T. (2020). Coach humility and player creativity: The roles of knowledge sharing and group diversity. Sport Management Review, 23(2), 284-301.
Van Knippenberg, D., De Dreu, C. K., & Homan, A. C. (2004). Work group diversity and group performance: an integrative model and research agenda. Journal of applied psychology, 89(6), 1008.
Weimar, D., & Wicker, P. (2017). Moneyball revisited: Effort and team performance in professional soccer. Journal of Sports Economics, 18(2), 140-161.
Wiersema, M. F., &Bantel, K. A. (1992). Top management team demography and corporate strategic change. Academy of Management journal, 35(1), 91-121.
Zaki, A. R., Karim, A. S., & Khan, H. (2019). Managing workforce diversity in multicultural organizations: some observations. Journal of European Studies (JES), 35(1), 79-91.
نشریه مدیریت ورزشی
دوره 14، شماره 4
1401
صفحه 115-97
فایل ها
سابقه مقاله
  • تاریخ دریافت: 25 اسفند 1399
  • تاریخ بازنگری: 22 مرداد 1400
  • تاریخ پذیرش: 30 تیر 1400
هم رسانی
ارجاع به این مقاله
آمار