عنوان مقاله [English]
Introduction: In the third millennium, political, economic, geographical, and technological changes have had a profound effect on organizations. The speed of these changes, along with the increase in global competition, has forced organizations to reorganize their activities by rethinking new marketing methods (Veynberg et al, 2018). In this regard, sports organizations to increase their competitiveness, need to use various tools to be able to facilitate the achievement of predetermined goals and results (Hautbois, 2019). Among these sports organizations are federations, which play an important role in developing and developed countries. Sports federations operate in a competitive and dynamic environment; An environment in which internal and external variables are constantly changing and it is very difficult to predict these changes (Shamounian et al, 2019). Due to the high sensitivity in the current sports industry and in order to achieve effectiveness in marketing programs, recognizing the dimensions of managerial competencies has become a vital factor in sports success. In fact, strong managerial competencies in contemporary sports management can be a source of significant competitive advantage (Frawley et al, 2018). On the other hand, another component that provides the necessary context for the emergence of managerial competencies is structural capital (Matos et al, 2017). In this regard Swanson et al (2020) in their research, they concluded that managerial competencies have a significant positive effect on knowledge sharing and job performance of employees. Neumeyer & Liu (2021) also concluded that the adoption of new (digital) technologies can significantly contribute to a company's short-term and long-term competitive advantages. In the new era, the professionalization of sports and the performance of sports organizations, along with the increase in organizational and non-organizational areas of sports, has forced managers and employees of sports organizations to seek new processes in their field of performance beyond traditional concepts (Dellitalia, 2018). In addition, sports federations, especially the Karate Federation, have faced many problems in purchasing equipment and supplies, sending their teams to international competitions, holding training camps, holding training competitions, and so on. Given the above, the researcher seeks to answer this question: Is there a relationship between managerial competencies and structural capital with the effectiveness of marketing programs of the Karate Federation of the Islamic Republic of Iran?
Methodology: The research is an applied one and in terms of data collection method is a correlational research based on structural equation modeling which was conducted in the field. The statistical population of the study includes all members of the Karate Federation (president, vice president, vice president of women, secretary of the federation, staff of the federation (various committees and staff of other departments) (43 people), members of provincial karate boards (presidents, vice president, finance officer, teachers The provincial karate boards (124 people) and experts in the field of karate included first-class coaches, judges, and national athletes (56 people). All members of the community were identified as a total of 223 people. In this study, the Cutler and Keller (2006) marketing program effectiveness questionnaire, Nwokah, & Ahiauzu (2008) and Shakarian (2013) structural capital questionnaires were used. The face and content validity of the questionnaire was confirmed by 10 professors and the construct validity was confirmed using exploratory and confirmatory factor analysis.
Results and Discussion: According to the results of Pearson correlation test, it is observed that between managerial competencies and structural capital (Sig = 0.001, r = 0.873), between managerial competencies and the effectiveness of marketing programs (Sig = 0.001, 0.778). r) And there is a significant positive relationship between structural capital and the effectiveness of marketing programs (Sig = 0.001, r = 0.894). After examining the relationship between research variables, the research model was designed in AMOS software version 24.
Conclusion: The results of structural equation modeling showed that managerial competencies have a significant positive effect on the effectiveness of Karate Federation marketing programs. Also, based on the findings of the structural equation model, it was observed that structural capital has a significant positive effect on the effectiveness of the marketing programs of the Karate Federation. The research findings are in line with the results of Neumeyer & Liu (2021) research. In addition, based on the findings of the research model, it was observed that managerial competencies have a significant positive effect on the structural assets of the Karate Federation. This research finding is in line with the results of Swanson et al (2020) research. Based on the results of this research, it is suggested that the marketing director of the Karate Federation coordinate with the director of research, production, procurement, physical and financial distribution, etc., so that different marketing opportunities serve the needs of important marketing departments, territories and presentation. Design services. In addition, it is recommended that the unit manager in the Karate Sports Federation have the appropriate information to plan and properly allocate resources in different markets, products, domains and marketing tools to create effective marketing.
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