ارائه مدل راهبرد اقیانوس آبی در باشگاه‌های ورزشی

نوع مقاله : مقاله پژوهشی

نویسندگان

1 استادیار مدیریت ورزشی، دانشگاه آزاد اسلامی واحد مبارکه، اصفهان، ایران

2 دانشیار مدیریت ورزشی، دانشکده علوم ورزشی، دانشگاه ازاد اسلامی واحد اصفهان (خوراسگان)، ایران

چکیده

روش تحقیق حاضر توصیفی- تحلیلی، از نظر نتایج کاربردی و از نوع مطالعه موردی بود که به روش پیمایشی انجام گردیده است. جامعه آماری پژوهش شامل مدیران و کارشناسان باشگاه ورزشی اصفهان بودند، به دلیل نامشخص بودن تعداد افراد سقف نمونه آماری معادل 384 نفر در نظر گرفته شد. ابزار اندازه‌گیری پرسشنامه استراتژی اقیانوس آبی Aghazade (2014) بود. روایی پرسشنامه توسط متخصصین مورد تائید قرار گرفت، از طریق روش آلفای کرونباخ پایایی (93/0) محاسبه گردید. روشهای آماری تحلیل عاملی تائیدی مرتبه دوم و فریدمن به عنوان آزمونهای آماری با استفاده از نرم‌افزار SPSS نسخه 22 و Amos انجام گردید. بر اساس نتایج الگوی تبیین شاخص‌های اقدام در راهبرد اقیانوس آبی در باشگاه‌های ورزشی اصفهان در وضعیت مناسب است. نتایج نشان داد که شواهد فیزیکی با میانگین (16/4) بیشترین میانگین و پس از آن کیفیت برخورد و ارتباط(86/3)، آسایش و رفاه (76/3)، خدمات اینترنتی (65/3)، کیفیت خدمات (59/3)، برند (44/3)، قیمت (13/3) و در نهایت خلاقیت (79/2) کمترین نمره را داشتند. به مدیران باشگاههای ورزشی توصیه می شود با بهره گیری نوعی ساختار سازمانی چابک برای تغییر راهبردهای اصلی اقدام به استفاده از استراتژی های چهارگانه اقیانوس آبی شامل استراتژی های افزایش، کاهش، حذف و خلق برای باشگاهها نمایند.

کلیدواژه‌ها


عنوان مقاله [English]

Fourmulation Model of blue ocean strategy in Sport Clubs

نویسندگان [English]

  • elham moshkelgosha 1
  • Rasool Nazari 2
1 Assistant Professor of Sports Management, Islamic Azad University, Mobarakeh Branch, Isfahan, Iran
2 Associate Professor of Sports Management, Faculty of Sports Sciences, Islamic Azad University, Isfahan Branch (Khorasgan), Iran
چکیده [English]

The method of the present research was descriptive-analytical in terms of applied results and was a case study that was done by survey method. The statistical population of the study included the managers and experts of Isfahan Sports Club. Due to the uncertainty of the number of people, the statistical sample ceiling was considered equal to 384 people. The measuring instrument was Aghazade Blue Ocean Strategy Questionnaire (2014). The validity of the questionnaire was confirmed by experts, reliability (0.93) was calculated through Cronbach's alpha method. Statistical methods of second-order confirmatory factor analysis and Friedman were performed as statistical tests using SPSS software version 22 and Amos. Based on the results of the model of explaining the indicators of action in the blue ocean strategy in Isfahan sports clubs is in good condition. The results showed that the physical evidence with the average (4.16) was the highest and then the quality of communication (3.86), comfort and well-being (3.76), Internet services (3.65), service quality (59 / 3), brand (3.44), price (3.13) and finally creativity (2.79) had the lowest score. Sports club managers are advised to use a kind of agile organizational structure to change the main strategies to use the four blue ocean strategies, including strategies of increasing, decreasing, eliminating and creating for the clubs.

کلیدواژه‌ها [English]

  • blue ocean
  • clubs
  • development
  • Strategy
  • sports
Alizadeh, E., Milky, A., and Taban, M. (2014). The Development of the Blue Ocean Strategy Pattern in the Banking Industry. Business Management, 6 (3), 622-601. [in Persian]
Chang, S. H. (2010). Bandit cellphones: A blue ocean strategy. Technology in Society 32, 219–223.
Divandry, A. S., Nazari, M., Razavi, M., and Amin, F. (2014). Identify and prioritize the factors affecting the alignment of business strategies and human resource management practices with the Ocean Ocean approach to electro-technology. Journal of Industrial Management, 6 (2), 302-283. [in Persian]
Elbanna, S., Eid, R., and Kamel, H. (2015). Measuring hotel performance using the balanced scorecard: A theoretical construct development and its empirical validation. International Journal of Hospitality Management, 51 (1), 105–114.
Gohar Rostami, H. R., Kozchian, H., Amiri, M., and Henry, H. (2011). The typology of stakeholders and their strategic management in the country's sports system. Sport Management Studies, 5 (19), 959-971. [in Persian]
Jeanquart, M., Sandra, C., and Mark, V. (2017). Strategic fit: Key to growing enterprise value through organizational capital. Business Horizons, 60 (1), 55-65.
Kennelly, M., and Toohey, K. (2014). Strategic alliances in sport tourism: National sport organisations and sport tour operators. Sport Management Review, 17 (4), 407–418.
Kim, K. (2005).  Blue Ocean Strategy: How to Create Uncontested Market Space and Make Competition Irrelevant. Harvard Business School Press, February 3, 240.
Lashkar Bloki, M. (2011). Strategic Thinking and Strategies. Nasat Publishing Tehran, 13-.165. [in Persian]
Mazlomi, N., and Harandi, A. (2014). Explaining the Strategic Intelligence Role in Innovative Performance. Strategic Management Studies, 20, 148-129. [in Persian]
MesiaNia, M., Peymanzad, H., and Javadipour, M. (2013). Strategic Pathology of Public Sports in Iran and Developing Solutions Based on SWOT Model. Sport Management Studies, 20 (5), 221-228. [in Persian]
Mobin Dehkordi, A., and Heidari H., (2014). Fundamentals of Strategic Environmental Knowledge. Saffar Publishing House. First Edition. P. 43. [in Persian]
Mohammadkazemi, R., and Omidi, Y. (2011). Sport entrepreneurship: an emerging approach to entrepreneurship and sport management. Two Quarterly Journal of Research in Sport Management and Motor Behavior, 9(2), 86-69. [in Persian]
Montes, F. J. L., Moreno, A. R. and Fernandez, L. M. M. (2004). Assessing the Organizational Climate and Contractual Relationship for Perceptions of Support for Innovation. International Journal of Manpower, 25(1), 167–80.
Nazar, R., and Pourabedi, H. (2013). Development of Perspectives and Strategic Planning in Sport. Management and Administrative Sciences Review, 104-113.
Nazari, R., Ehsani, M., Hamidi, M., and Salari, M. (2014). Compilation and introduction of strategic vision of the General Office of Sports and Youth of Isfahan Province through the David Model. Sports Management Magazine. 6 (1), 172-157. [in Persian]
Nazari, R., Tabatabai, M., and Karimian, J. (2017). Analysis of Barriers to Operational Strategic Sports Program of Isfahan Province Based on Fortune Model. Sports Management Magazine, 9 (1), 99-112. [in Persian]
Nazari, R., Yaghmaei, l., and Sohrabi Z. (2016). Strategic document of territorial development of sport sector of Isfahan province. Sports Management Magazine, 8 (5), 680-665. [in Persian]
Porter, M. E. and Kramer, M .R. (2006). Strategy and Society: The Link between Competitive Advantage and Corporate Social Responsibility. Harvard Business Review, December, 78–92.
Pourshfi, M., Hosseini, E., Dosti, M., and Alizadeh, F. (2016). Assessment of the marketing mix Premier League football in Mazandaran. Study sports management and motor behavior, 23 (1), 268-251.
Qhalibaf, M. B. (2010). A strategic look at the sports system in the country from the program of advancement and justice. Negarestan Publishing House, Tehran, 30. [in Persian]
Rouach, D. and Santi, P. (2001). Competitive Intelligence Adds Value: Five Intelligence Attitides. European Management Journal, 19 (5), 552-559.
Salimi, M., Sultan Hussein, M., and Naderian Jahromy, M. (2015). Assessment of obstacles to the development of sports marketing. Journal of Sport Management. 29 (1). 13-36.
Shapira, H., Ketchie, A., and Nehe, M. (2017). The integration of Design thinking and strategic Sustainable Development. Journal of Cleaner Production, 140 (1), 277-287.
Suarez, E., Calvo-Mora, A., and Roldán, J. (2016). The role of strategic planning in excellence management systems. European Journal of Operational Research, 248, 532–542.
Victor, D., and Agamuthu, P. (2014). Policy trend of strategic environmental assessment in Asia. Environmental Science & Policy, 41 (1), 63-76.
Zhang, X., Majid, Sh., and Foo, S. (2012). Library and Information Science. Trends and Research: Asia-Oceania, 2(6), 125-147.