Abdolhossein Ebrahimi; Amin khatibi; Abdolrahman Mehdi Pour; Hossein Marashian
Volume 18, Issue 46 , March 2020, , Pages 159-180
Abstract
Today, one of the important strategies for gross domestic product growth is the export development strategy. The development of sports goods export is also one of the major issues in the sports economics. The study is to investigate the performance of Iran's sports goods export industry and some ...
Read More
Today, one of the important strategies for gross domestic product growth is the export development strategy. The development of sports goods export is also one of the major issues in the sports economics. The study is to investigate the performance of Iran's sports goods export industry and some developing countries. This research is an applied research and, in terms of statistics and information gathering, is a type of documentary research. The statistical population of the study is 9 selected developing countries that their human development indexes are close to each other. Because of the small size of the community, 9 countries were selected as sample. Export data of five sports goods categories (Shoes, clothing, balls, sports boats and other goods) and some economic growth indicators were extracted from the World Bank and the International Trade Centerbased on the classification and codification of customs goods. Eviews9 software was used to analyze the data based on econometric methods and panel data and using Granger causality test, unit root test, co-integration test and static test. The results showed that the highest exportvolume of sports goods belonged to Indonesia, India, Turkey, Thailand, Pakistan, Malaysia, Russia, Iran and Oman respectively. There is also a bilateral short-term causality relationship between the exports growth of sports products and GDP growth. In general, and according to research findings, the development of sports products export has led to Iran's economic growth, increased productivity in manufacturing sectors, and the proper use of available resources in the economy.
Seyyed Amir Mousavian; Abdolrahman Mehdipour; Mohammad Khoda Moradi
Volume 18, Issue 43 , June 2019, , Pages 165-186
Abstract
The study is to form a strategic thinking model for top managers of sports federations. In this study, there has been used the common models in form of the exploratory studies. Also, there has been used the descriptive-correlation method with the nature of descriptive/analytic researches. To design the ...
Read More
The study is to form a strategic thinking model for top managers of sports federations. In this study, there has been used the common models in form of the exploratory studies. Also, there has been used the descriptive-correlation method with the nature of descriptive/analytic researches. To design the conceptual model of the study, there has been used the documentary library studies with two-step Delphi method. During first step, 108 components were identified and then 28 components were selected. During second step, 8 components among 28 components were confirmed by experts. The statistical population was included 200 persons including managers, vice chairmen and chairwomen and secretaries of sports federations were selected based on Cochran statistical formula with 2% error rate and was doubled (160). The measurement tools were the strategic thinking questionnaire and researcher-made performance questionnaire of the sports managers with formal validity confirmed by experts and structure validity achieved by exploratory and reliability factor analysis. The strategic thinking questionnaire was 0.751 and the performances of the sports managers were 0.837 that were determined by Cronbach's alpha coefficient. The conceptual thinking components, thinking over time, system thinking, looking ahead and having perspective were with highest correlation and clever opportunism and strategic determination were with lowest correlation. The findings of the study showed that there was the significant relationship between eight components of the strategic thinking and the performance promotion of sports managers (and r =0.76).