Presenting a sports entrepreneurship model with a social capital approach based on data foundation theory

Entrepreneurship plays a key role in today's competitive, market-based economy. In other words, in a dynamic economy, ideas, products and services are always changing, and in the meantime, it is the entrepreneur who brings a model for coping and adapting to new conditions. One of the ways to deal with the current changing conditions is the existence of social capital in the entrepreneurial business. The purpose of this study was to present a sports entrepreneurship model with a social capital approach based on data foundation theory.

The research method in this study was qualitative that using the data theory strategy of Strauss and Carbin Foundation, the views of the interviewees about the components of sports entrepreneurship were analyzed with a social capital approach. Participants in the present study were specialists and experts in sports management, sociology and entrepreneurship. Research sampling was based on theoretical method; Sampling continued until the categories reached theoretical saturation. The number of samples was not determined before the research was conducted and the sampling process continued until some information saturation was obtained; This means that no new information is extracted from the data during the interview. Theoretical saturation was obtained after interviewing 18 people. The tools of the present study were in-depth and exploratory interviews. The validity of the findings was determined by matching methods by members, peer review and pilot interviews. Open, axial and selective coding were used to analyze the data.

After the interviews, the open, pivotal and selective coding process in the form of 6 dimensions of the paradigm model includes: causal causes such as institutionalizing the culture of entrepreneurship, institutionalizing the culture of teamwork, dynamizing the community economy, central categories such as creating a culture of participation. Creating entrepreneurial thinking in managers, supporting innovative projects and increasing the trust of strategies such as reforming the structure of organizations, entrepreneurship education, equitable distribution of wealth and power. Such as personality traits, social class of individuals, non-competitive environment and consequences such as reducing unemployment, increasing social welfare and improving quality of life were identified.

Social capital has a dynamic and self-evolutionary character. Thus, with the help of social capital, entrepreneurs are able to facilitate social relations in business and thus take steps to maintain and strengthen social cohesion and solidarity, and ultimately the development of their business. Based on the paradigm model obtained from the research, it can be acknowledged that entrepreneurs must use strategies to create and develop social capital in their business to be more successful.