Developing a Model for Implementing Strategic Plans in Iranian Sports Federations

Abstract

This study aimed to develop a comprehensive model for implementing strategic plans in Iranian sports federations by identifying the influential factors, implementation strategies, and resulting consequences. This qualitative study employed grounded theory based on the systematic approach of Strauss and Corbin. The research population consisted of strategic management experts, including managers of Departments of Youth and Sports, managers and officials of sports federations, and university professors in sport management and management. Participants were recruited through snowball sampling, and sampling continued until theoretical saturation was achieved after 18 interviews. Data were collected through library studies, examination of upstream documents, and semi-structured interviews. Trustworthiness was evaluated according to Guba and Lincoln’s criteria of credibility, transferability, dependability, and confirmability. Test–retest coding reliability was 86%, indicating acceptable reliability. Data were analyzed through open, axial, and selective coding to construct the final paradigmatic model. Analysis yielded 158 initial codes, 52 concepts, and 16 categories. The causal conditions comprised achievement of objectives and prevention of problems. Characteristics of formulated strategic plans, weaknesses of plan implementers, and managerial problems emerged as contextual conditions, while economic and political problems constituted intervening conditions. Six categories of implementation strategies were identified: human-resource, financial, managerial, supervisory, motivational, and legal strategies. The principal consequences were categorized as sports, social, and economic development. The resulting model demonstrated that strategic plan implementation is shaped by the interaction among causal, contextual, and intervening conditions, which influence the selection and effectiveness of implementation strategies and ultimately determine organizational and societal outcomes. Effective implementation of strategic plans in Iranian sports federations requires simultaneous attention to the quality and feasibility of strategic plans, competent and committed human resources, managerial capacity, adequate financial support, continuous monitoring, legal support, and the management of economic and political constraints. The proposed model can help reduce the gap between strategy formulation and execution and strengthen organizational capacities required to achieve sustainable sports, social, and economic outcomes.