Provide a conflict management model for key stakeholders of sports clubs based on expectations of service quality

Subject Areas : Sports Science and Healthy

AboAlhassan Sameri Nadafi ¹ , Mohamad Ali Nodehi ² , Zeynalabedin Fallah ³ , Taher Behlekeh ⁴

1 - PhD student in sports management, Gorgan Branch, Islamic Azad University, Gorgan, Iran
2 - Assistant Professor of Sports Management, Gorgan Branch, Islamic Azad University, Gorgan, Iran
3 - Associate Professor of Sports Management, Gorgan Branch, Islamic Azad University, Gorgan, Iran
4 - Assistant Professor of Sports Management, Gorgan Branch, Islamic Azad University, Gorgan, Iran

Received: 2024-01-08 Accepted : 2024-11-26 Published : 2025-05-02

Keywords: Stakeholders, Conflict Management Style, Conflict Management Strategy, Service, Quality,

Abstract :

The purpose of this study is to present a conflict management model of key stakeholders of sports clubs based on expectations of service quality. This study is a kind of mixed exploratory research that is done in two parts. The first part of the research includes identifying and prioritizing the stakeholders of sports clubs with the opinion of sports experts (15 people in a targeted manner), which has been done in a combination (qualitative and quantitative). The research method used in the second part is qualitative. To conduct the interview in the second part, the statistical population of the study was the professors of sports management and managers of sports clubs, who were purposefully selected for the interview (19 and continued to the point of theoretical saturation). The validity and reliability of the research tools were confirmed. To analyze the data, continuous comparison method was used during the three stages of open, axial and selective coding. The results of the first part showed that there are 13 stakeholders of the sports club and then the ranking stakeholders and four important stakeholders (athletes, organizations contracting with the club, sports producers and distributors and coaches) were identified. Conflict management indicators and expectations of service quality were identified and the final research model was drawn. By using appropriate conflict management strategies and styles, the satisfaction of sports club customers can be achieved. Using conflict resolution strategies of solution orientation, non-confrontation, and control can benefit from consensus and conflicting opinions by looking at conflicts positively and looking at conflicts as an opportunity to achieve superior thinking in conflict control. However, and in general, solution orientation, non-confrontation, and control can lead to conflict resolution and reduce differences with stakeholders and help increase the intellectual capacities of managers in the development of sports venues. It should be noted that every study faces limitations, and this study was also limited by such limitations as conflict of interest in sports venues and cultural, social, and economic differences in sports venues in different locations. There are three views on the role of conflict in organizational effectiveness: For most people, the term organizational conflict has a certain meaning and connotation. Conflict can simply slow down the coordination and necessary actions of the team in order to achieve the organization's goals. Another theory of conflict argues that conflict improves the effectiveness of an organization by creating motivation for change and improving the decision-making process. There is also a third theory in this field, known as the interactionist theory. Clearly, the interactionist approach does not argue that all conflicts are constructive and useful. There are certainly conflicts that have a negative impact on effectiveness. According to the interactionist theory, in such cases, managers have a decisive role. In conflict, which is an inevitable phenomenon of life, an individual is simultaneously faced with two opposing tendencies, one of which prevents the other from occurring; External and internal events (unresolved internal conflicts, unconscious and conscious) are very stressful and endanger human health. Avoiding psychological stress is an adaptive response, but continuous and uncontrollable psychological stress involves a maladaptive response. Conflict is often considered harmful, but sometimes it causes problems to appear and solve them, improves decision-making and performance, creates creativity and changes. Conflict causes different perceptions of another person's values, goals and intentions and faces people with many problems. However, conciliatory and participatory conflict management styles can keep stakeholders informed of the processes and provide the basis for resolving conflicts by presenting expectations, potentials and limitations in spatial, temporal, legal and economic dimensions. However, managing and resolving conflicts requires the generosity and tolerance of club managers, who must improve their abilities in this area.