Document Type : Original Article
Authors
- Amin Davoodi Najafabadi 1
- Masoud Naderian Jahromi 2
- Atousa Ghaseminezad Dehkordi 3
- Mohammad Sajadian 4
1 Education and Sport Sciences, Sho.C., Islamic Azad University, shoushtar, Iran
2 Department of Sport Management, Faculty of Sport Sciences, University of Isfahan, Isfahan, Iran
3 Department of Physical Education, Ahv.C., Islamic Azad University, Ahvaz, Iran Ahvaz , Iran
4 Department of Physiology Education and Sport Sciences، Sho.C., Islamic Azad University, shoushtar, Iran
Abstract
The aim of this study was to identify and classify structural barriers to teamwork in sports federations using structural-interpretive modeling. The research method is a mixed type, and therefore the aim was contextual in the identification dimension and applied in the classification dimension. The statistical population of this study was managers and employees working in sports federations. The data collection tool in the first stage was qualitative interviews with experts and elites aware of the research topic. Sampling was non-random and purposeful based on two indicators of awareness and experience. The number of samples was determined based on theoretical saturation, and finally theoretical saturation was achieved with 13 interviews. Open, axial, and selective coding methods were used for coding. 59 open codes were extracted from the interviews, which were placed in the form of 5 axial codes as structural barriers to teamwork in sports federations. Leveling was performed using the Micmac software. After forming the interaction matrix and applying the category influence scores, the two categories of severe bureaucracy and poor coordination were finally placed at the first level, poor communication, misaligned goals and conflict of interest at the second level, insensitive planning at the third level and the two categories of inappropriate training and unfair salaries at the fourth level. Considering that sports federations are non-governmental organizations and change is easier in them than in government organizations, it seems that structural revision is felt in them.
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