Authors
1
PhD Student of Sports Management, Mashhad Branch, Islamic Azad University, Mashhad, Iran
2
Associate Professor of Sports Management, Mashhad Branch, Islamic Azad University, Mashhad, Iran
3
Assistant Professor, Department of Physical Education, Mashhad Branch, Islamic Azad University, Mashhad, Iran
,
Document Type : Research Paper
Abstract
Objective: The purpose of this study was to design and validate the basic sports development model.
Methodology: This research adopted a combining qualitative and quantitative approaches and is considered applied research in terms of purpose. The statistical population of the qualitative section consisted of experts related to basic sports in 2019, where a targeted sampling method was used to select 35 were out of that subset of individuals. The quantitative section consisted of club managers, Age-class coaches of basic sport (333 individuals) from which 181 were selected as the sample size based on the Morgan table using random sampling. Interviews were used as the research tool in the qualitative section and a questionnaire containing 2 dimensions and 63 items was used in the quantitative section. The validity of the tool was confirmed through the Convergent Validity parameter and Cronbach alpha coefficients of reliability (80/0). Qualitative data analysis was done using the content analysis method and descriptive statistics and inferential statistics were used to answer research questions, assisted by SPSS software and LISREL.
Findings: Qualitative findings of the research into the formation of two central dimensions, organizational strategies with 5 components and transnational strategies with 3 components led to the following major themes of basic sports development strategies. It has also been shown by the research Model-Fit test that the overall evaluation of the basic sports development strategies has a strong and desirable rating (GOF=54/0).
Conclusion: The final model can be used by sports policy officials and managers towards the development of basic sports.
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