zabiholah naghilo; mehr ali hematinezhad; mahdi naderi nasab
Abstract
Objective: The purpose of present research was to Designing Competitiveness Pattern in Iran's Sports Services Industry. Methodology: The present research is practical and descriptive-correlation. Research statistical population is all of managers and experts of sports services organizations, trainers ...
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Objective: The purpose of present research was to Designing Competitiveness Pattern in Iran's Sports Services Industry. Methodology: The present research is practical and descriptive-correlation. Research statistical population is all of managers and experts of sports services organizations, trainers and specialists, business owners active in sports services which statistical samples were selected Purposeful and available. For gathering data was used research-made questionnaire and content validity of questionnaire was confirmed by 14 experts. Also, its reliability was calculated by Cronbach’s alpha (0.964) and composite reliability. To evaluate the fit of the model, Structural Equation Modeling is used from the PAL software. Results: The results showed that market ecosystem factor has a direct, positive and significant effect on market management (0.182), market making (0.725) and market capability (0.216). The market maker also had a direct, positive and significant effect on market capability (0.660), market management (0.664) and market competitiveness (0.244). In addition, market capability has a direct, positive and meaningful effect on market competitiveness (0.336), but did not have a significant effect on market management (0.001). Finally, the effect of variable market management on the competitiveness (0.173) was positive and significant. Conclusion: Based on the design framework explained in this study, competitiveness in the market for sports services requires the development of the business ecosystem, the agility of market structure and market functional capabilities, but ultimately by the components of market management Takes place.
mousa jalili; Mehr Ali Hematinejad Toli; Mehdi Naderi Nasab
Abstract
Objective: The aim of present study was to Presentationa conceptual framework for maturity management of business processes in sports companies. Methodology: the research methodology was performed in terms of quality, process strategy and the objective was applied. The statistical population was selected ...
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Objective: The aim of present study was to Presentationa conceptual framework for maturity management of business processes in sports companies. Methodology: the research methodology was performed in terms of quality, process strategy and the objective was applied. The statistical population was selected to consists of human community (Directors of sports production companies, Professors in Sport Marketing, and ect) and the information society (scientific resources, documents and libraries dealing with business management and management maturity). The statistical sample was sampled and questioned in a number of capability-based theoretical saturated content (21 and 52 documents). based on theoretical saturation and you will be considered. Research tools included systematic library study and the exploratory interview structure. the validity of tools using qualitative narrative methods was evaluated at a desirable level (Content validity). The method of conceptual coding and frameworks were used for analyze the findings. Results: The proposed analytical framework includes six overall perspectives including market ecosystems, company systems, process chains, process performance, process management, and maturity of business process management. The conceptual model emerged from the code framework as a process system from the market ecosystem and company system to the maturity of the process management. Conclusion: Overall, the results of the research showed that based on this model, an objective assessment of the level of business management activities in each sports company can be provided and scientific information on the appropriate steps that the organization needs to achieve the next level of maturity in terms of managerial development To do.
