Comparative Study of Sport Governance status in Iran and Selected Countries

Document Type : Research Paper

Authors

1 Professor of sport management, Payme noor University

2 Phd. Student of Sport management, Payme Noor University,

3 Assistant Professor of sport management, Payme noor University

4 Assistant Professor of Sharif Policy Research Institute (SPRI)

Abstract

Sport development is one of the main concerns of any country, including the Islamic Republic of Iran. One of the new approaches to development is the governance model. In this theory, the paradigm shift of the role of government and government provides a ground for the equal participation of civil society, the private sector and the state in the decision-making process. In this regard, taking advantage of the experiences of other leading sporting countries using the comparative study method can be effective in this regard. The purpose of this article is to introduce and categorize the sporting structure of selected states from a governmental, private and civilian perspective, and how to interact and collaborate with one another and in a word of sport governing. This research is descriptive in terms of purpose, in terms of library method and based on the analysis and study of documents and resources. 11 countries of Brazil, the United States, England, Germany, Australia, Iran, South Africa, China, Japan, Finland and Canada were studied. Finally, according to the results of the study, suggestions were made for the development of a model of Iranian sport management.

Keywords

  • Australian Sports Commission (2012). Sports Governance Principles.
  • Azad Armaki, T. (1390). Sociology of Development: Principles and Theories, Alam Publications, Tehran. (In Persian)
  • David Shilbury ; IanO’Boyle (2018). Identifying enablers and barriers: shaping collaborative sport governance theory, 60(4): 352-330.
  • Ghadiri Masoom, M. (1379). “A Journey in Different Concepts and Dimensions of Development”, Journal of the Faculty of Literature and Humanities University of Tehran, 44 (156): 15-1. (In Persian)
  • Ghaffari, Gh. (1388). “Logic of Comparative Research”, Iranian Journal of Social Studies, 3 (4): 76-92. (In Persian)
  • Itkonen; Anna. Salmikangas (2015). The Changing Roles of Public, Civic and Private Sectors in Finnish Sports Culture, DOI:10.13165/ V PA-15-14 - 4 - 0 4.
  • Thomas; R. Persson (2011). “Good governance and the Danish Football Association: between international and domestic sport governance”, International Journal of Sport Policy and Politics, 3(3): 384-373.
  • Heshmatzadeh, M. B (1396). “Investigating Barriers to Good Governance in Iranian Political Culture”, Contemporary Political Essays, 8 (1): 24-1. (In Persian)
  • Imam Jomehzadeh, S. Javad; Shahram Nia, A. M; Safarian Garmakhani, R. (2015). “Good Governance Model: Partner Society and Efficient Government in Development Management”, Political Science Quarterly, 12 (36): 40-8. (In Persian)
  • Hallmann and K. Petry (2013.). “Comparative Sport Development: Systems, Participation and Public Policy, Sports Economics, Management and Policy”. Publicated by Springer.
  • Kalliopi (Popi) Sotiriadou (2009). “The Australian sport system and its stakeholders: development of cooperative relationships”, Sport in Society, 12:7, 842-860.
  • Lev, Kreft (2017). The Governance of Sport, Sport, Ethics and Philosophy, 11:1,119-131,DOI: 10.1080/17511321.2017.1294196.
  • Liang, Yiyong (2014) Corporate governance of the football industry -the stakeholder approach towards the games marketisation and professionalisationin China. Ph.D. thesis, Birkbeck, University of London.
  • Moghimi, S. M; Ardakani Alaei, M.(1390). “Assessing the indicators of good governance and the role of e-government in promoting it”, Journal of Information Technology Management, 3 (8): 188-171. (In Persian)
  • Neil King (2017). Sport governance: An introduction, First published, Routledge, New York.
  • Qaedi, A. (1395). “Investigating the role of championship sports on social development indicators”, Journal of Applied Research in Sports Management, 5 (1): 35-47. (In Persian)
  • Rafiei, Farshad (1391). “The role of youth NGOs in the national development of sports, Master Thesis in Sports Management”, Azad University, Central Tehran Branch. (In Persian)
  • Sabounchi, R; Hadavi S. F; Mozaffari, S. A. A. (2009). “Explaining the organizational structure of the Physical Education Organization of the country”, Journal of Motor Sciences and Sports, 7 (13): 144-137. (In Persian)
  • Sajjadi, N. (1393). “Challenges of Sports Managers in Iran”, Sports Management Studies, 22: 62-39. (In Persian)
  • Sajjadi, S. A. (1395). “Designing the model of the country's sports structure, PhD thesis in sports management”, Mazandaran University. (In Persian)

References

  • Australian Sports Commission (2012). Sports Governance Principles.
  • Azad Armaki, T. (1390). Sociology of Development: Principles and Theories, Alam Publications, Tehran. (In Persian)
  • David Shilbury ; IanO’Boyle (2018). Identifying enablers and barriers: shaping collaborative sport governance theory, 60(4): 352-330.
  • Ghadiri Masoom, M. (1379). “A Journey in Different Concepts and Dimensions of Development”, Journal of the Faculty of Literature and Humanities University of Tehran, 44 (156): 15-1. (In Persian)
  • Ghaffari, Gh. (1388). “Logic of Comparative Research”, Iranian Journal of Social Studies, 3 (4): 76-92. (In Persian)
  • Itkonen; Anna. Salmikangas (2015). The Changing Roles of Public, Civic and Private Sectors in Finnish Sports Culture, DOI:10.13165/ V PA-15-14 - 4 - 0 4.
  • Thomas; R. Persson (2011). “Good governance and the Danish Football Association: between international and domestic sport governance”, International Journal of Sport Policy and Politics, 3(3): 384-373.
  • Heshmatzadeh, M. B (1396). “Investigating Barriers to Good Governance in Iranian Political Culture”, Contemporary Political Essays, 8 (1): 24-1. (In Persian)
  • Imam Jomehzadeh, S. Javad; Shahram Nia, A. M; Safarian Garmakhani, R. (2015). “Good Governance Model: Partner Society and Efficient Government in Development Management”, Political Science Quarterly, 12 (36): 40-8. (In Persian)
  • Hallmann and K. Petry (2013.). “Comparative Sport Development: Systems, Participation and Public Policy, Sports Economics, Management and Policy”. Publicated by Springer.
  • Kalliopi (Popi) Sotiriadou (2009). “The Australian sport system and its stakeholders: development of cooperative relationships”, Sport in Society, 12:7, 842-860.
  • Lev, Kreft (2017). The Governance of Sport, Sport, Ethics and Philosophy, 11:1,119-131,DOI: 10.1080/17511321.2017.1294196.
  • Liang, Yiyong (2014) Corporate governance of the football industry -the stakeholder approach towards the games marketisation and professionalisationin China. Ph.D. thesis, Birkbeck, University of London.
  • Moghimi, S. M; Ardakani Alaei, M.(1390). “Assessing the indicators of good governance and the role of e-government in promoting it”, Journal of Information Technology Management, 3 (8): 188-171. (In Persian)
  • Neil King (2017). Sport governance: An introduction, First published, Routledge, New York.
  • Qaedi, A. (1395). “Investigating the role of championship sports on social development indicators”, Journal of Applied Research in Sports Management, 5 (1): 35-47. (In Persian)
  • Rafiei, Farshad (1391). “The role of youth NGOs in the national development of sports, Master Thesis in Sports Management”, Azad University, Central Tehran Branch. (In Persian)
  • Sabounchi, R; Hadavi S. F; Mozaffari, S. A. A. (2009). “Explaining the organizational structure of the Physical Education Organization of the country”, Journal of Motor Sciences and Sports, 7 (13): 144-137. (In Persian)
  • Sajjadi, N. (1393). “Challenges of Sports Managers in Iran”, Sports Management Studies, 22: 62-39. (In Persian)
  • Sajjadi, S. A. (1395). “Designing the model of the country's sports structure, PhD thesis in sports management”, Mazandaran University. (In Persian)
Applied Research in Sport Management
Volume 9, Issue 1 - Serial Number 33
Summer 2020
September 2020
Pages 75-96

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History

  • Receive Date: 18 May 2019
  • Revise Date: 01 July 2019
  • Accept Date: 21 September 2019

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