Mostafa Ali Yari; Mehdi Savadi; Hamid Reza Saybani
Volume 20, Issue 51 , June 2021, , Pages 273-292
Abstract
Given the importance of private sector investment in the sports industry, the research is to develop a model of private sector investment factors with emphasis on national and international sporting events.
The present study is applied in terms of purpose and is descriptive-analytical in ...
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Given the importance of private sector investment in the sports industry, the research is to develop a model of private sector investment factors with emphasis on national and international sporting events.
The present study is applied in terms of purpose and is descriptive-analytical in terms of data collection. In the qualitative part of the research, 30 individuals were targeted and in the quantitative part based on the Cochran formula, 200 persons consisting of former and current heads of sport federations, managers of private and public sport clubs, managers of sponsored companies, former and current officials of Physical Education Organization and the Ministry of Sport and Youth, young people, some economists and lawyers familiar with the subject of sport economics, physical education professors and other experts, and all members of the Iranian Ministry of Sport and Youth' think tank were selected as the case study.
To achieve the goals, a researcher-made questionnaire of 53 questions was used. The face and content validity of the questionnaire was confirmed by 15 experts and the construct validity of the questionnaire was confirmed by confirmatory factor analysis. Cronbach's alpha was higher than 0/07 for all constructs and the whole questionnaire. Delphi method in three stages was used for data analysis in qualitative part. Descriptive and inferential statistical methods such as Kolmogorov-Smirnov, confirmatory factor analysis and path analysis were used in the quantitative section with SPSS 22 software.
The results showed that economic factors as the most important and the first category (0/0325), management factors (0/0278) in the second place, cultural factors (0/0267) in the third rank, legal and legal factors (0/0213) in the rank Fourth, and structural factors (0/0193) affect private equity investment and participation in national and international sporting events. Providing economic, managerial, and cultural solutions as the most important components can stimulate private investment and participation in the Iranian sports industry.
Sirous Ahmadi; Mehdi Savadi; Hamid Reza Saybani
Volume 19, Issue 50 , March 2021, , Pages 67-82
Abstract
The study is to develop a performance evaluation model for all departments of sports and youth in the provinces of the Country. The research is a descriptive one which has been done by field method. This is a combinational study. The statistical population in the qualitative part included executive and ...
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The study is to develop a performance evaluation model for all departments of sports and youth in the provinces of the Country. The research is a descriptive one which has been done by field method. This is a combinational study. The statistical population in the qualitative part included executive and scientific experts and in the quantitative part were the experts of performance appraisal offices (439 people). 205 people were selected by random sampling method and using Morgan table as the research samples. The required information was collected from two methods of library and field with interview tools and questionnaires and for data analysis, the Kloizi method was used in qualitative part of and path analysis and Friedman tests were used in quantitative part. According to the research results, seven dimensions of championship sports, public, women, youth, finance, human resources and information technology should be used to evaluate the performance of the General Departments of Sports and Youth. Data analysis also showed that championship sports are prioritized because of the tangible results. On the other hand, sport is an issue that can be both lucrative and requires a lot of financial resources, and accordingly, the financial dimension is the second priority after the championship sport and before the dimensions of public sports, women's sports and even youth affairs. Dimensions of public sports, organizing youth affairs, women's sports, human resources and information technology are in the next ranks of the list.
Mustafa Ali yari; Ebrahim Mahmoodi; Mahdi Savadi
Volume 17, Issue 41 , December 2018, , Pages 191-210
Abstract
In today's competitive environment, discovering customer needs and meeting their demands before competitors is a key prerequisite for companies to succeed. The study is to find a model for explaining customer satisfaction and measuring it. The present research attempts to compare customer expectations ...
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In today's competitive environment, discovering customer needs and meeting their demands before competitors is a key prerequisite for companies to succeed. The study is to find a model for explaining customer satisfaction and measuring it. The present research attempts to compare customer expectations of product or service performance with product or service performance (according to customer perceptions) during a process. Finally, the focus of this study is on clarifying the variables associated with the process of customer satisfaction which results in a managerial exploitation by measuring customer satisfaction. In this research, first of all, the concepts, theoretical principles and customer satisfaction measurement models are investigated in order to determine the factors affecting customer satisfaction from the theoretical aspect. Then, the model used to assess customer satisfaction as the current study is described and its results are described. In order to analyze the data collected by research questionnaires the satisfaction of different groups of customers regarding the equipment and services studied from the perspective of the indicators of the European customer satisfaction measurement model is described. The statistical population of this study was selected by cluster sampling method and has been sampled in 73 samples. Meanwhile, for data analysis statistical methods for comparison of means and correlation for data analysis have been used.
Mahdi Savadi; Sirous Ahmadi
Volume 17, Issue 39 , June 2018, , Pages 187-200
Abstract
The study is to determine the impact of organizational culture on organizational silence in the headquarters of the Ministry of Sports and Youth. The research method used in this study was descriptive-survey method and information was collected by two methods of library and field studies using the Volach's ...
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The study is to determine the impact of organizational culture on organizational silence in the headquarters of the Ministry of Sports and Youth. The research method used in this study was descriptive-survey method and information was collected by two methods of library and field studies using the Volach's organizational culture questionnaire (1983) and Organizational Silence of Boradas and Vakula (2005). The population (the staff of the Ministry of Sport and Youth about450) was selected through simple random sampling and based on the Morgan table, a statistical of 205 people were selected as the sample. In order to analyze the data, two SPSS and LISREL software were used. The statistical tests used in this study are Kolmogorov-Smirnov test to determine the normality of the variables, fitness indicators to determine the fit of the model, Pearson correlation test to determine the correlation between variables and regression test to determine the role of independent variable on dependent.
The results showed that organizational culture and all its components (bureaucratic culture, supportive culture and innovative culture) are of a significant effect on organizational silence and its components (managers 'attitude towards silence and supervisors' attitudes towards silence and communication opportunities). The organizational culture is of effect on organizational silence in female employees and a significant difference with male employees. Given that supportive culture and innovative culture reduce the level of organizational silence, it is suggested that with the support of employees as well as encouraging innovation, the culture of supportive and innovative innovation is put in place and will weaken the silence of employees.