Volume 15, Issue 30 (12-2025)
JRSM 2025, 15(30): 51-75 |
Back to browse issues page
Download citation:
BibTeX | RIS | EndNote | Medlars | ProCite | Reference Manager | RefWorks
Send citation to:
BibTeX | RIS | EndNote | Medlars | ProCite | Reference Manager | RefWorks
Send citation to:
Gholipur N, Alidoust E. Compilation Of Dynamic Strategies of Sports Businesses In The Post-Covid 19 Era Based on ISM-MICMAC Approach. JRSM 2025; 15 (30) :51-75
URL: http://jrsm.khu.ac.ir/article-1-3338-en.html
URL: http://jrsm.khu.ac.ir/article-1-3338-en.html
1- Assistant Professor of Sport Management, Department of Sport Sciences, Jahrom University, Jahrom, Iran.
2- Associate Professor, Sports Management, University of Tehran, Tehran, Iran. ,e.alidoust@ut.ac.ir
2- Associate Professor, Sports Management, University of Tehran, Tehran, Iran. ,
Abstract: (5636 Views)
Introduction and Aim: Physical literacy is a topic that has attracted the Aim:This study identified and explained the factors affecting the dynamics of sports businesses in the post-corona era based on the structural interpretation model.
Method:The method of data analysis was divided into three stages. First, in the fuzzy Delphi method, with the opinion of twenty-six relevant experts, the most important factors affecting the dynamics of businesses were confirmed. Then Interpretive Structural Modeling (ISM) was used to classify components and create a hierarchical model. Mick Mac analysis was also used to determine how the factors were interrelated.
Result: This study identified 14 strategies related to the dynamics of sports businesses in Iran. The model that was developed has five levels. Also, Mick Mac analysis showed that there were five independent variables, two dependent variables and seven link variables.
Conclusion: This study shows that the development of dynamic capabilities in sports organizations requires legal revision and improvement of governance performance. In addition, sports organizations must use digital technology, employee empowerment and comprehensive collaboration between different bodies to advance their capabilities.
Method:The method of data analysis was divided into three stages. First, in the fuzzy Delphi method, with the opinion of twenty-six relevant experts, the most important factors affecting the dynamics of businesses were confirmed. Then Interpretive Structural Modeling (ISM) was used to classify components and create a hierarchical model. Mick Mac analysis was also used to determine how the factors were interrelated.
Result: This study identified 14 strategies related to the dynamics of sports businesses in Iran. The model that was developed has five levels. Also, Mick Mac analysis showed that there were five independent variables, two dependent variables and seven link variables.
Conclusion: This study shows that the development of dynamic capabilities in sports organizations requires legal revision and improvement of governance performance. In addition, sports organizations must use digital technology, employee empowerment and comprehensive collaboration between different bodies to advance their capabilities.
Type of Study: Research |
Subject:
sport management
Received: 2024/10/21 | Accepted: 2025/07/21 | ePublished ahead of print: 2025/07/21 | Published: 2025/12/31
Received: 2024/10/21 | Accepted: 2025/07/21 | ePublished ahead of print: 2025/07/21 | Published: 2025/12/31
References
1. Budovich LS. Features of modern marketing in innovation for socio-economic development. International Journal of Criminology and Sociology. 2021;10:1-6. DOI: [DOI:10.6000/1929-4409.2021.10.01]
2. McNiff J. Managing sport business: An introduction. International Journal of Sport Communication. 2019;12(2):295-6. DOI: [DOI:10.1123/ijsc.2019-0018]
3. Agha Zadeh A, Ranjbari S, Najaf Zadeh F. Investigating the Factors Affecting the Synchronization of Iran's Sports Industry with the Prevalence of Covid-19 Virus. Sport Management Studies. 2020;12(62):251-64. [DOI:10.22089/smrj.2020.8730.2978]
4. Babiak K, Wolfe R. Determinants of corporate social responsibility in professional sport: Internal and external factors. Journal of sport management. 2009;23(6):717-42. [DOI:10.1123/jsm.23.6.717]
5. Burton D, Fishpaw M, Michel NJ, Sheppard P, Winfree P. The "third inning": Next steps for Congress in addressing the coronavirus. The Heritage Foundation. 2020;3477:1-13. https://www.heritage.org/sites/default/files/2020-03/BG3477_0.pdf
6. Bas D, Martin M, Pollack C, Venne R. The impact of COVID-19 on sport, physical activity and well-being and its effects on social development. 2020. DOI: [DOI:10.18356/a606a7b1-en]
7. Alavi S, Zabihi E, Alavi SH, Zar A. Identifying the consequences of Covid-19 on Iranian sports. Sport Management Studies. 2021;13(69):324-61. [DOI:10.22089/smrj.2021.9364.3173]
8. Skinner J, Smith AC. Introduction: Sport and COVID-19: Impacts and challenges for the future (Volume 1). European Sport Management Quarterly. 2021;21(3):323-32. [DOI:10.1080/16184742.2021.1925725]
9. Teare G, Taks M. Exploring the impact of the COVID-19 pandemic on youth sport and physical activity participation trends. Sustainability. 2021;13(4):1744. [DOI:10.3390/su13041744]
10. Felin T, Powell TC. Designing organizations for dynamic capabilities. California management review. 2016;58(4):78-96. https://ssrn.com/abstract=2670362 [DOI:10.1525/cmr.2016.58.4.78]
11. Teece DJ. Dynamic capabilities as (workable) management systems theory. Journal of Management & Organization. 2018;24(3):359-68. https://www.cambridge.org/core/services/aop-cambridge-core/content/view/0F3A795EE011931B83135B324C33393E/S183336721700075Xa.pdf/dynamic_capabilities_as_workable_management_systems_theory.pdf [DOI:10.1017/jmo.2017.75]
12. Lefebvre F, Djaballah M, Chanavat N. The deployment of professional football clubs' eSports strategies: A dynamic capabilities approach. European Sport Management Quarterly. 2023;23(2):315-33. [DOI:10.1080/16184742.2020.1856165]
13. Gerke A, Dickson G, Wohlgemuth V. Strategic processes in Australian golf clubs: a dynamic capabilities view. European Sport Management Quarterly. 2022;22(6):727-46. [DOI:10.1080/16184742.2021.1955290]
14. Grix J, Brannagan PM, Grimes H, Neville R. The impact of Covid-19 on sport. International journal of sport policy and politics. 2021;13(1):1-12. [DOI:10.1080/19406940.2020.1851285]
15. Ertel S. Small business post-Covid-19: Motivational needs through uncertain times. Compensation & Benefits Review. 2021;53(1):8-15. [DOI:10.1177/0886368720945134]
16. Satar MS, Alarifi G. SOCIAL ENTREPRENEURSHIP AND COVID-19: MANAGING THE CRISIS. International Journal of Entrepreneurship. 2022;26:1-11. https://www.abacademies.org/articles/social-entrepreneurship-and-covid19-managing-the-crisis-13344.html
17. Asare AO, Addo PC, Sarpong EO, Kotei D. COVID-19: optimizing business performance through agile business intelligence and data analytics. Open Journal of Business and Management. 2020;8(5):2071-80. [DOI:10.4236/ojbm.2020.85126]
18. 18. Sadeqi-Arani Z, Alidoust Ghahfarokhi E. Sports business resilience in the COVID-19 crisis: The Delphi qualitative approach. Iranian Journal of Management Studies. 2022;15(1):69-84. [DOI:10.22059/ijms.2021.315742.674355]
19. Pentland BT, Feldman MS, Becker MC, Liu P. Dynamics of organizational routines: A generative model. Journal of Management Studies. 2012;49(8):1484-508. [DOI:10.1111/j.1467-6486.2012.01064.x]
20. Novakowski N, Wellar B. Using the Delphi technique in normative planning research: methodological design considerations. Environment and Planning A. 2008;40(6):1485-500. [DOI:10.1068/a39267]
21. Yusoff AFM, Hashim A, Muhamad N, Hamat WNW. Application of Fuzzy Delphi Technique towards designing and developing the elements for the e-PBM PI-Poli Module. Asian Journal of University Education. 2021;17(1):292-304. [DOI:10.24191/ajue.v17i1.12625]
22. Walters G. Bidding for international sport events: how government supports and undermines national governing bodies of sport. Sport in Society. 2011;14(2):208-22. [DOI:10.1080/17430437.2011.546520]
23. Hammerschmidt J, Durst S, Kraus S, Puumalainen K. Professional football clubs and empirical evidence from the COVID-19 crisis: Time for sport entrepreneurship? Technological Forecasting and Social Change. 2021;165:120572. [DOI:10.1016/j.techfore.2021.120572]
24. Brouwers J, Sotiriadou P, De Bosscher V. Sport-specific policies and factors that influence international success: The case of tennis. Sport Management Review. 2015;18(3):343-58. [DOI:10.1016/j.smr.2014.10.003]
25. Azimi delarestafghi A, Razavi MH, Bromand M. Identifying contextual factors affecting the establishment of strategic entrepreneurship in sports businesses. Sports Management and Development Journal,. 2019;7(4):70-87. [DOI:10.22124/jsmd.2019.3253]
26. Ahmadi M, Isfahaniniya A, Nodehi M, A. Development of a framework for strategies to control and compensate for financial losses in the sports industry (Case study: outbreak of coronavirus in Iran). Contemporary research in sports management. 2020;10(20): 97-110. [DOI:10.22084/SMMS.2020.21954.2630]
27. Zayed NM, Edeh FO, Darwish S, Islam KA, Kryshtal H, Nitsenko V, Stanislavyk O. Human Resource Skill Adjustment in Service Sector: Predicting Dynamic Capability in Post COVID-19 Work Environment. Journal of Risk and Financial Management. 2022;15(9):402. [DOI:10.3390/jrfm15090402]
28. Preikschas MW, Cabanelas P, Rüdiger K, Lampón JF. Value co-creation, dynamic capabilities and customer retention in industrial markets. Journal of Business & Industrial Marketing. 2017;32(3):409-20.
https://doi.org/10.1108/JBIM-10-2014-0215 [DOI:10.1108/JBIM-10-2014-0215?urlappend=%3Futm_source%3Dresearchgate]
29. Hagen B, Zucchella A, Ghauri PN. From fragile to agile: marketing as a key driver of entrepreneurial internationalization. International Marketing Review. 2019;36(2):260-88.
https://doi.org/10.1108/IMR-01-2018-0023 [DOI:10.1108/IMR-01-2018-0023?urlappend=%3Futm_source%3Dresearchgate]
30. Kurniawan R, Christiananta B. Relationship between synergistic cooperation and dynamic capability to the business performance a literature review from resource based view perspective. GSTF Journal on Business Review (GBR). 2016;4(3). https://dl6.globalstf.org/index.php/gbr/article/view/1600
31. Doherty A, Millar P, Misener K. Return to community sport: Leaning on evidence in turbulent times. Managing sport and leisure. 2022;27(1-2):7-13. [DOI:10.1080/23750472.2020.1794940]
32. Piening EP, Salge TO. Understanding the antecedents, contingencies, and performance implications of process innovation: A dynamic capabilities perspective. Journal of Product Innovation Management. 2015;32(1):80-97. [DOI:10.1111/jpim.12225]
33. Bai W, Liu R, Zhou L. Enhancing the learning advantages of newness: The role of internal social capital in the international performance of young entrepreneurial firms. Journal of International Management. 2020;26(2):100733. [DOI:10.1016/j.intman.2020.100733]
34. Lengnick-Hall CA, Beck TE, Lengnick-Hall ML. Developing a capacity for organizational resilience through strategic human resource management. Human resource management review. 2011;21(3):243-55. [DOI:10.1016/j.hrmr.2010.07.001]
35. Ortiz‐de‐Mandojana N, Bansal P. The long‐term benefits of organizational resilience through sustainable business practices. Strategic Management Journal. 2016;37(8):1615-31. [DOI:10.1002/smj.2410]
36. Gallego-Gomez C, De-Pablos-Heredero C, Montes-Botella JL. The impact of customer relationship management systems on dynamic capabilities at firms: An application to the banking industry. Journal of Global Information Management (JGIM). 2021;29(1):103-22. [DOI:10.4018/JGIM.2021010106]
37. Coombs WT. Protecting organization reputations during a crisis: The development and application of situational crisis communication theory. Corporate reputation review. 2007;10:163-76. [DOI:10.1057/palgrave.crr.1550049]
38. Sawhney M, Verona G, Prandelli E. Collaborating to create: The Internet as a platform for customer engagement in product innovation. Journal of interactive marketing. 2005;19(4):4-17. [DOI:10.1002/dir.20046]
39. Leih S, Teece D. Campus leadership and the entrepreneurial university: A dynamic capabilities perspective. Academy of management Perspectives. 2016;30(2):182-210. [DOI:10.5465/amp.2015.0022]
40. Vega-Vazquez M, Revilla-Camacho MÁ, Cossío-Silva FJ. The value co-creation process as a determinant of customer satisfaction. Management Decision. 2013. [DOI:10.1108/MD-04-2013-0227]
41. Sharma P. Customer co-creation, COVID-19 and sustainable service outcomes. Benchmarking: An International Journal. 2021;28(7):2232-58.
https://doi.org/10.1108/MD-04-2013-0227 [DOI:10.1108/MD-04-2013-0227?urlappend=%3Futm_source%3Dresearchgate]
42. Sheth J. Business of business is more than business: Managing during the Covid crisis. Industrial Marketing Management. 2020;88:261-4. [DOI:10.1016/j.indmarman.2020.05.028]
43. Ratten V. Coronavirus disease (COVID-19) and sport entrepreneurship. International Journal of Entrepreneurial Behavior & Research. 2020;26(6):1379-88.
https://doi.org/10.1108/IJEBR-06-2020-0387 [DOI:10.1108/IJEBR-06-2020-0387?urlappend=%3Futm_source%3Dresearchgate]
44. Demil B, Lecocq X. Business model evolution: In search of dynamic consistency. Long range planning. 2010;43(2-3):227-46. [DOI:10.1016/j.lrp.2010.02.004]
Send email to the article author
| Rights and permissions | |
 | This work is licensed under a Creative Commons Attribution-NonCommercial 4.0 International License. |
