Designing a Model for the Antecedents and Consequences of Extreme Rivalry in the Country Sport Managers

Given the growing complexity of organizations and the differences in people's thoughts, attitudes, and beliefs, conflict is seen as an inevitable component of organizational life. The aim of this study is to design a model for the antecedents and consequences of extreme rivalry among the country sport  managers.This study has a qualitative approach  which used the grounded theory (Strauss & Corbin) as a research method. For gathering data, this study examined high level documents and interviewed with 30 experts who were aware of this subject.  The validity of this study was examined and approved by the interviewers and then expert professors. The reliability of it is %80 which was obtained by using the methodology of the auditing result process. For data analysis, this study applied the continuous comparison method in three stages: open, axial and selective coding. As a result of analysis of interviews and documentary studies, 143 key concepts were developed in the form of 64 categories and 11 main categories. The main categories included monopoly, materialism and power-seeking factors, extreme rivalry, structural and process reforms, effective and efficient management, effective management factors, teaching and learning mechanisms, cultural reform mechanisms, organizational environment, external factors, demographic characteristics and individual and organizational consequences. Therefore, it is better to emphasize these components in the appointment of sports managers due to the constant exposure to organizational conflicts in order to strengthen the ability of sports managers to manage and control the organization.