Document Type : Research Paper
Authors
- Hamzeh Esazadeh 1
- ghodratollah bagheri ragheb 2
- Asadoalahe Kordenayeg 3
- Asef Karimi 4
- Morteza Soltani 4
1 PhD Student in Sport Management, Faculty of Management and Accounting, Farabi Campus, University of Tehran, Qom, Iran
2 Associate Professor of Sport Management, Faculty of Management and Accounting, College of Farabi, University of Tehran, Qom, Iran
3 Professor, Department of Business Management, Faculty of Management and Economics, Tarbiat Modarres University, Tehran, Iran
4 Assistant Professor of Business Management, Faculty of Management and Accounting, Farabi Campus, University of Tehran, Qom, Iran
Abstract
The purpose of the present study is to design and develop a model of strategic agility in small and medium-sized sports businesses (pre-future and Then future). The present study in terms of purpose is applied and in terms of data collection was descriptive-survey. In the first (qualitative) part of the field interview, the statistical population of the study were prominent sports management professors specializing in sports businesses and prominent owners of sports businesses. The target and snowball subjects were selected for qualitative interviews in the first and second phases, respectively. (15 interviews with 14 individuals continued to theoretical saturation). And in the second (quantitative) part after collecting data from qualitative research, he made a questionnaire and this questionnaire (51 items in terms of three general components of strategic agility, strategic agility and strategic agility consequences) in Distributed among the owners of small and medium-sized sports businesses in Tehran (269 people). Use elasticity and skewness indices to evaluate the distribution of data (natural or abnormal) and to answer and answer research questions and to draw up a measurement model and structural model using SPSS version 24, Smart PLS version 2.0 and Max QDA Pro version software were used. The results showed that organizational culture, organizational structure and organizational agility are the main categories of strategic agility precursors; vision clarity, core capabilities, selected strategic goals, shared responsibility and action, the key categories of strategic agility and ultimately financial performance, Nonfinancial performance and competitive advantage are the main categories of strategic agility outcomes.
Keywords
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