Prioritizing the Effective Elements in Managing Synergies of Sport Federations with the Sport Development Approach

Synergy is a rational strategy for the effective utilization of resources and facilities, and accelerates and facilitates managers' achievement of organizational goals. The purpose of this study is to prioritize the effective elements in the managerial synergy of sports federations with the sports development approach.

The current research is an applied and descriptive correlation study. The statistical population of this study consisted of 50 managers of sports federations who were selected as the target statistical sample. The main tool for measuring the research is a researcher-made synergy questionnaire based on the studies of Batman (2002) and Evans and Jarvis (1986) regarding  team synergy and groupism, respectively, and Lock and Crawford's (2000) and Sung's (2008) studies about organizational development. The face and content validities of the questionnaire were confirmed by experts, managers, and professors of sport management, and its construct validity was determined using confirmatory factor analysis. The reliability of the questionnaire was also calculated by Cronbach's alpha coefficient (0.93).

The findings of the study using structural equation modeling and statistical techniques showed that interaction and collaboration with path coefficient (0.81), participation (0.76), communication (0.76), trust (0.75), recognition (0.73), and facilitation (0.71) have a positive, direct, significant, and highly effective role in the development of sports federations, respectively.

The four main pillars of sports federation development include formulated strategies, effective use of new technologies, re-engineering the organizational structure to make the federation more agile, and finally, reforming the existing culture and norms to balance the strategies and attitudes of the sports community, and will be more attainable, less expensive, and faster with managerial synergy.