Document Type : Original
Authors
1
Ph.D Candidate in Sports Management, Department of Sport Management, Isf.C., Islamic Azad University, Isfahan, Iran.
2
Assistant Professor of Sport Management, Department of Sport Management, Isf.C., Islamic Azad University, Isfahan, Iran.
3
Department of Sport Management, Isf.C., Islamic Azad University, Isfahan, Iran.
10.22108/asml.2026.148570.1142
Abstract
The present study aimed to propose a model of corporate governance and ownership structure affecting innovation in Iranian professional sports clubs. This research employed a qualitative approach using the grounded theory method (Glaserian approach). Data were collected through 21 in-depth interviews with experts, including chief executive officers, board members, university professors, and consultants, and were analyzed through open, selective, and theoretical coding. From a total of 150 initial codes, 26 main categories were extracted and organized within Glaser's 6C's family, including causes, conditions, contexts, Contingencies (interventions), Covariances (strategies), and consequences. The core category was identified as "structure-dependent innovation," indicating that innovation is strongly influenced by governance and ownership structures. The main causes included board dependence, individual-oriented innovation, and characteristics of ownership structure. Major barriers were identified as administrative bureaucracy, weak planning, and organizational fear. Positive interventions included the impact of private ownership, the reformative role of independent directors, and the role of specialized consultants. Strategies had the lowest frequency, reflecting the lack of systematic strategies in clubs. The ultimate consequence was identified as "the perpetuation of the structure-dependent innovation cycle," indicating the episodic, individual-oriented, and unstable nature of innovation in Iranian clubs. Accordingly, the findings suggest that strengthening governance structures, enhancing board independence, reducing administrative bureaucracy, establishing innovation-oriented reward mechanisms, fostering an organizational culture supportive of risk-taking, and developing long-term strategies may create more favorable conditions for sustainable innovation in Iranian professional sports clubs.
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