rahman mohammadi; shahab bahrami; hossein eydi
Abstract
Objective: The purpose of this study was to design a dumping model and an anti-dumping strategy in the Iranian sports market.Methodology: Its method was applied-descriptive in terms of descriptive-correlation nature. The statistical population of the study was all managers and experts in sport production, ...
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Objective: The purpose of this study was to design a dumping model and an anti-dumping strategy in the Iranian sports market.Methodology: Its method was applied-descriptive in terms of descriptive-correlation nature. The statistical population of the study was all managers and experts in sport production, importers of sport products, economics professors, sport management and marketing who were selected as the statistical sample (n = 229). The validity of the researcher-made questionnaire was confirmed by experts (n = 14). Its reliability was calculated using Cronbach's alpha test (0.979) and combined reliability. Structural equation modeling with PLS3 and SPSS24 software was used for data analysis and model fitting.Results: The results showed that dumping strategy had significant effect on dumping results for business (0.786) and dumping outcomes in sport market (0.545). Pricing strategy, market developments, export and import market, supply and demand in the market and competition in the market are also (0.415), (0.355), (0.222), (0.198) and (0.768) had a significant effect on market capacity for dumping. Also market information network factor, market capacity for dumping, purchase culture (0.158), (0.556) and (0.699) had a significant effect on tendency to use dumping. The variable effect of tendency to use dumping on dumping strategy was also significant (0.716).Conclusion: Therefore, based on this model, one can assess the dimensions of the price breakdown in the sporting goods market, as well as the scientific information on anti-dumping measures that the organization must take to prevent managerial development in the sporting goods market, Provide.
