Testing the Fit of the Strategic Model for the Development of Basic Sports Based on Macro-Sports Policies
Subject Areas : Political and International Researches QuarterlyRamesh Ramshini 1 , Hossein Peymanizad 2 , Hassan Fahim 3 , Mohammad Reza Esmaeilzadeh Ghandehari 4
1 - PhD Student in 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 of Physical Education, Mashhad Branch, Islamic Azad University, Mashhad, Iran
4 - Assistant Professor, Department of Physical Education, Mashhad Branch, Islamic Azad University, Mashhad, Iran.
Keywords: organizational strategies, development strategies, Basic Sports, Extra-Organizational Strategies,
Abstract :
The test was to fit the strategic model of basic sports development. The present study was applied research and in terms of data was quantitative and analysis method was descriptive-correlational and data collection was done in the field. The statistical population includes all club managers, coaches, and athletes of all age groups of the province's teams in basic sports equal to 333 people. Samples were randomly selected based on the Morgan table. Data collection was a 63-item researcher-made questionnaire with 2 dimensions (organizational and extra-organizational strategies) and a 5-point Likert scale. Convergence and divergence validity were used to evaluate the construct validity of the instrument and Cronbach and Gutmann alpha coefficients were used to evaluate the reliability of the instrument. Data analysis was performed using descriptive and inferential statistical methods and SPSS and LISREL software. The general evaluation of the basic sports development strategies model has a strong and desirable fit. The average rankings among the components of organizational strategies, hardware strategy in the first place and among extra-organizational strategies, media strategy in the first place in the development of basic sports.
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