Designing a Lean Start-up Causal Conditions Measurement Model In Sports Start-up Companies in Iran

Subject Areas : Sports Science and Healthy

Sadegh ramezanizadeh neyrizi ¹ , Ahmad Torkfar ^{2 *} , Seyed Mohammad Ali Mirhoseini ³ , Kamelia Abdi ⁴

1 - Department of Sport Management, Sh.C., Islamic Azad University, Shiraz, Iran
2 - Department of Sport Management, Sh.C., Islamic Azad University, Shiraz, Iran
3 - Department of Sport Management, Sh.C., Islamic Azad University, Shiraz, Iran
4 - Department of Sport Management, Sh.C., Islamic Azad University, Shiraz, Iran

Received: 2024-01-25 Accepted : 2025-04-08 Published : 2025-08-23

Keywords: Factors, Ali, lean start-up, start-up companies, sports,

Abstract :

Nowadays, the speed of entrepreneurship and innovation is so high that it is not logical to wait for customers to envision innovative products and services themselves. A startup is a human institution established to provide a new product or service under conditions of high uncertainty. Under such ambiguity and uncertainty, testing solutions appears to be much more effective, efficient, and practical. A good strategy is to build simple versions of a product and first test them with real customers before investing heavily in further development. The ultimate goal is to learn how to create a business and an efficient business model. Therefore, a new managerial approach in the startup domain, called the Lean Startup approach, has emerged.The purpose of the present research was to design a model for measuring the causal conditions of Lean Startup in sports startups in Iran. From the perspective of research purpose, it was an applied study, and in terms of variables, it was exploratory mixed-method research. Methodologically, it was descriptive-survey based on an inductive-deductive approach, combining both qualitative and quantitative strategies. At the stage of designing the conceptual model, the study was fundamental, while at the stage of testing the conceptual model in sports startups, it was applied. The statistical population in the qualitative section included 20 experts and specialists in the field of entrepreneurship and startups, selected through purposive judgmental sampling; the Strauss and Corbin systematic grounded theory method was used. Data collection was performed through semi-structured in-depth interviews. In the quantitative section, based on Morgan’s table, 317 managers and specialists in the field of startups were selected as the sample using stratified random sampling. This population included: CEOs or senior executives; Chief Technology Officers; sales managers; Chief Marketing Officers; Chief Financial Officers; public relations personnel; business development managers; and customer service representatives with executive and managerial experience. They were selected from eight groups: (1) sports education, promotion, and development; (2) sports management; (3) sports marketplaces; (4) systems and gadgets for performance enhancement and analysis; (5) sports equipment; (6) sports for the disabled and sports supplements; (7) wellness assistants; and (8) accelerators and investors. The qualitative findings were analyzed using the grounded theory method with MAXQDA software, while the quantitative findings were analyzed using confirmatory factor analysis and structural equation modeling with AMOS software. To assess validity, Lawshe’s content validity ratio (CVR=0.79) was used in the qualitative part, and construct validity was applied in the quantitative part. After analyzing the data (subcategories, main categories, and concepts) related to identifying causal factors influencing the adoption of the Lean Startup approach in Iranian sports startups, nine components were extracted: idea centrality; technological and technical infrastructure; managerial/human resource skills and commitment; agility of processes and structures; characteristics of sports entrepreneurs; market opportunities and customer needs; startup culture; investment attraction and support; and lean thinking. The factor loadings of all components were greater than 0.5 and were evaluated as appropriate. Moreover, the p-values for all components were less than 0.05, indicating that all components of the designed model for measuring the causal conditions of Lean Startup had a significant and considerable impact. The chi-square to degrees of freedom ratio was 2.965, and the RMSEA was 0.072, both below the acceptable thresholds of 5 and 0.08, respectively. Additionally, the CFI, GFI, and TLI indices were 0.948, 0.903, and 0.936, respectively, all above 0.9. The AGFI was 0.867, higher than 0.8 and within the acceptable range. Therefore, the model demonstrated a good fit with the data collected from the study sample, and all goodness-of-fit indices fell within acceptable ranges. Consequently, the final measurement model of causal conditions for Lean Startup and its results were validated and accepted. In general, it can be concluded that idea centrality refers to having a unique and attractive concept or product that solves existing problems in the sports market or enhances the sports experience. Using technology as the primary tool for delivering sports products and services is essential. A management team and human resources with diverse skills and strong commitment to startup growth and success are crucial. Agility and flexibility in business processes and structures help managers of sports startups respond quickly, understand the market, and improve their products. Sports entrepreneurs should possess passion, motivation, belief in their mission, and dedication to achieving goals. They must carefully analyze the market and real customer needs to deliver products or services that add value. A startup culture includes values such as creativity, risk-taking, adaptability, and change management. To attract and secure investment, startups must be capable of drawing investor support or utilizing available financial resources, including attracting investors, obtaining loans, or other financing methods. Lean thinking requires innovative problem-solving through creative thinking and effective use of technology.

 

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