Document Type : Research Paper

Authors

1 Ph.D candidate of sport management of Science & Research Branch, Islamic Azad university

2 Sport Management Department, Human Science Faculty, Science & Research Branch, Islamic Azad University, Tehran, Iran

3 south tehran

10.22059/jsm.2023.351058.3068

Abstract

Introduction: The purpose of this research was to design an interpretative structural model of factors affecting the accountability of managers of sports organizations.
 
Methods: The method of this research was mixed and its design was exploratory. The statistical population of this research was made up of experts (headquarters of the Ministry of Sports and Youth, National Olympic Committee, National Paralympic Committee and heads of sports federations), 17 of them were selected purposefully and based on theoretical saturation. . A semi-structured interview was used to collect data in a qualitative study, and a questionnaire was used to collect information in a quantitative study. In order to check the quality and validity of the findings, the audit of validity, transferability, reliability and verifiability was used, and to analyze the data of the qualitative study, coding was used, and the structural-interpretive analysis method was used for the quantitative study.
 
Results: As a result of qualitative data analysis, 12 effective factors on the accountability of managers of sports organizations were identified, and as a result of quantitative data analysis, these factors were categorized into five levels, and the variables of individual context, clarification and disambiguation were identified, awareness and enforcement of rights and specialized field are among the most fundamental layer.
 
Conclusion: The results show that in order to move on the complex path of accountability of managers of sports organizations, individual and specialized capacity must be created at the beginning and at the same time, attention should be paid to informing and enforcing rights, as well as clarifying and removing ambiguity.
 

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