Designing an Open Strategizing Model for Iranian Sports Federations: A Grounded Theory Approach

Abstract

This study aimed to design and explain a context-specific model of open strategizing for Iranian sports federations. This applied qualitative study was conducted within an interpretive paradigm using an inductive approach and Strauss and Corbin’s systematic grounded theory methodology. The participants comprised 23 academic and executive experts with substantial knowledge of sport management, sport governance, and strategic planning. They were selected through purposive and snowball sampling. Data were collected through semi-structured interviews, which continued until theoretical saturation was achieved. Data analysis was performed through open, axial, and selective coding using the constant comparative method. The trustworthiness of the findings was assessed according to Guba and Lincoln’s criteria of credibility, transferability, dependability, and confirmability. The stability of the coding process was also verified through test–retest reliability. Data analysis resulted in a paradigmatic model comprising six interrelated dimensions. The declining effectiveness of traditional models, institutional and knowledge-related pressures, and transformations in the social ecosystem emerged as causal conditions. The central phenomenon was open strategizing in sports federations, encompassing targeted strategic transparency, stakeholder inclusion, continuous strategic dialogue, and collective decision-making. Structural capabilities, cultural and communicative readiness, technological and data infrastructure, and legal and governance requirements constituted the contextual conditions. Managerial and cognitive barriers, cultural and behavioral challenges, resource and technical constraints, and external interventions were identified as intervening conditions. The principal strategies included establishing participatory structures, operationalizing transparency, managing strategic dialogue, digitalizing strategizing processes, empowering stakeholders, governing conflicts of interest, implementing open monitoring and reporting, developing strategic communications, and institutionalizing open practices. The expected consequences included improved strategic decision-making, revitalized social capital, enhanced governance quality, balanced and sustainable development, and greater justice and inclusive participation. Open strategizing can transform Iranian sports federations from centralized and closed institutions into participatory, transparent, organic, and accountable organizations. Its implementation may strengthen organizational legitimacy, stakeholder trust, strategic ownership, governance quality, and long-term strategic sustainability through the systematic use of collective knowledge.