Modeling the challenges affecting the internationalization of the Persian Gulf Pro League

Soroush, Sajad; Dickson, Geoff; Sajjadi, Nasrollah; Alidoust Ghahfarokhi, Ebrahim

doi:10.22059/sshr.2022.88454

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	Modeling the challenges affecting the internationalization of the Persian Gulf Pro League
Sport Sciences and Health Research
دوره 14، شماره 1، فروردین 2022، صفحه 47-58 اصل مقاله (1.46 M)
نوع مقاله: Research Paper
شناسه دیجیتال (DOI): 10.22059/sshr.2022.88454
نویسندگان
Sajad Soroush^* ¹؛ Geoff Dickson²؛ Nasrollah Sajjadi³؛ Ebrahim Alidoust Ghahfarokhi³
¹Department of Physical Education, Kermanshah Branch, Islamic Azad University, Kermanshah, Iran
²Associate Professor, La Trobe Business School, La Trobe University, Australia
³Sport Management Department, Faculty of Physical Education and Sport Sciences, University of Tehran, Tehran, Iran
چکیده
Background: Internationalization of sports leagues can have several benefits, including increased exposure to a global audience; improved competitiveness; and enhanced financial opportunities and cultural exchange. Overall, the internationalization of a sports league can help it grow, become more competitive, and reach a wider audience, leading to benefits for both the league and its fans. Aim: The main objective of this research was to develop a model of challenges affecting the internationalization of the Persian Gulf Pro League (PGPL). Materials and Methods: We conducted twenty in-depth interviews with expertise involved in the functioning of the PGPL who were recruited using a convenience sampling method. The data was analyzed using grounded theory method, including open, axial, and selective coding. During the analysis, we identified 85 codes that generated 49 general concepts. Subsequently, through further reviewing the concepts and their combination with each other, we identified twenty tow final categories that affect the internationalization of PGPL. These categories were classified into five main dimensions: political-economic; managerial; legal; technical-marketing and socio-cultural. Results: According to the research findings, it is necessary for the Iranian football managers and practitioners to first address the challenges affecting the internationalization of the PGPL and then provide the required conditions and platforms with attitude-behavioral alignment to move toward internationalization. Conclusion: The study suggests that Iranian football managers and practitioners need to address challenges hindering the internationalization of the PGPL and provide the necessary conditions and platforms to facilitate the process. By doing so, the PGPL can expand its presence and competitiveness in the global football industry, leading to growth and success.
کلیدواژه‌ها
challenges؛ internationalization؛ micro and macro environment؛ Persian Gulf Pro League

مراجع
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Modeling the challenges affecting the internationalization of the Persian Gulf Pro League

[1] Shilbury D, Westerbeek H, Quick S, Funk D, Karg A, Dickler L. "Strategic sport marketing". Sport Management Review. 2015; 18(4): 627-8. doi: 10.1016/j.smr.2014.09.004.

[2] Ludvigsen JA. "The Premier League-globalization nexus: Notes on current trends, pressing issues and inter-linked '-ization' processes". Managing Sport and Leisure. 2020; 25(1-2): 37-51. https://doi.org/10.1080/23750472.2019.1657784

[3] Pyun J. "Graphene oxide as catalyst: application of carbon materials beyond nanotechnology". Angewandte Chemie International Edition. 2011; 50(1): 46-8. https://doi.org/10.1002/anie.201003897.

[4] Bauer HH, Sauer NE, Schmitt P. "Customer‐based brand equity in the team sport industry: Operationalization and impact on the economic success of sport teams". European Journal of Marketing. 2005; 39(5/6): 496-513. doi: 10.1108/03090560510590683.

[5] Stride H, Lee S. "No logo? No way. Branding in the non-profit sector". Journal of Marketing Management. 2007; 23(1-2): 107-22. https://doi.org/10.1362/026725707X178585.

[6] Mizik N, Jacobson R. "The financial value impact of perceptual brand attributes". Journal of Marketing Research. 2008; 45(1): 15-32. https://doi.org/10.1509/jmkr.45.1.015.

[7] Richelieu A, Desbordes M. "Sports teams and equipment manufacturers going international: The strategic leverage of co‐branding". Sport, Business and Management. 2013; 3(1). https://doi.org/10.1108/20426781311316906.

[8] Cateora Philip R, Gilly Mary C, Graham John I. Marketing Internacional. Editorial Mc Graw-Hill. 2010.

[9] Cuervo-Cazurra A, Narula R, Un CA. Internationalization motives: Sell more, buy better, upgrade and escape. The Multinational Business Review. 2015 Apr 20;23(1):25-35. https://doi.org/10.1108/MBR-02-2015-0009.

[10] Hollis N. The Global Brand: How to Create and Develop Lasting Brand Value in the World Market. Macmillan. 2008.

[11] Soroush S, Dickson G, Sajjadi SN, Alidoust E. "Exploring the internationalization potential of the Persian Gulf Pro League". Journal of Global Sport Management. 2022; 3: 1-23. https://doi.org/10.1080/24704067.2022.2085610

[12] Soroush S, Sajjadi SN, Alidoust E, Hamidi M. "The framework of the contextual conditions affecting the brand globalization of the Iranian football pro-league". RBFF-Revista Brasileira de Futsal e Futebol. 2020; 12(49): 444-53. http://www.rbff.com.br/index.php/rbff/article/view/986.

[13] Hinson RE, Osabutey E, Kosiba JP, Asiedu FO. "Internationalisation and branding strategy: A case of the English Premier League’s success in an emerging market". Qualitative Market Research. 2020; 23(4): 747-66. https://doi.org/10.1108/QMR-12-2017-0188.

[14] Maderer D, Holtbrügge D. "International activities of football clubs, fan attitudes, and brand loyalty". Journal of Brand Management. 2019; 26: 410-25. https://doi.org/10.1057/s41262-018-0136-y.

[15] Baena V. "Global marketing strategy in professional sports. Lessons from FC Bayern Munich". Soccer & Society. 2019; 20(4): 660-74. https://doi.org/10.1080/14660970.2017.1379399

[16] Blumrodt J, Kitchen PJ. "The Tour de France: corporate sponsorships and doping accusations". Journal of Business Strategy. 2015; 36(2): 41-48. https://doi.org/10.1108/JBS-04-2014-0046.

[17] Chanavat N. "French football, foreign investors: global sports as country branding". Journal of Business Strategy. 2017; 38(6): 3-10. https://doi.org/10.1108/JBS-04-2017-0053.

[19] Berridge G, May D, Kitchen E, Sullivan G. "A study of spectator emotions at the Tour de France". Event Management. 2019; 23(6): 753-71. https://doi.org/10.3727/152599519X15506259856372

[20] Thibault L. "Globalization of sport: An inconvenient truth". Journal of Sport Management. 2009; 23(1): 1-20. https://doi.org/10.1123/jsm.23.1.1.

[21] Wertheim LJ. "The whole world is watching". Sports Illustrated. 2004; 100(24): 72-86.

[22] Sage GH. "Corporate globalization and sporting goods manufacturing. The case of Nike". Sport in Contemporary Society. An Anthology. 2005: 362-82.

[23] Foer F. "The goals of globalization". Foreign Policy. 2006; 1(153): 86.

[24] Sondaal T. "Football’s grobalization or globalization? The lessons of Liverpool Football Club’s evolution in the Premier League era". Soccer & Society. 2013; 14(4): 485-501. https://doi.org/10.1080/14660970.2013.810432.

[25] Strauss A, Corbin J. Principles of Qualitative Research Methodology. Tehran: University of Humanities and Cultural Studies. 2011..

[26] O’Connor C, Joffe H. "Intercoder reliability in qualitative research: debates and practical guidelines". International Journal of Qualitative Methods. 2020; 19: 1609406919899220.

[27] Guba EG, Lincoln YS. Fourth Generation Evaluation. Sage Publication, 1989.

[28] Soroush S, Dickson G, Sajjadi S, Alidoust E. "Factors affecting the internationalization of the Irannian Premier Football League (IPFL)". The 1st International Congress of Sport Sciences and Interdisciplinary Research. 2021: 736.

[29] Soroush S, Sajjadi SN, Alidoust E, Hamidi M. "Modeling the outcomes of brand globalization of the Iranian football pro-league". Sport Management Journal. 2021. https://doi.org/10.22059/jsm.2019.266085.2157. [in Persian]

[30] Thibaut R, Schnell S, Porte C. "Assessment of metabolic capabilities of PLHC-1 and RTL-W1 fish liver cell lines". Cell Biology and Toxicology. 2009; 25: 611-22. https://doi.org/10.1007/s10565-008-9116-4.

[31] Soroush S, Sajjadi SN, Alidoust Ghahfarokhi E. "The paradigm of globalization of the Iranian Football Premier League brand". Contemporary Studies on Sport Management. 2020; 10(19): 169-86.

[32] Rasooli M, Khabiri M, Elahi A, Aghaee N. "Internal factors and obstacles of brand management in Iran's pro league football clubs". Sport Management Studies. 2016; 8(35): 51-66. https://doi.org/10.22089/smrj.2016.718.

[33] Khabiri M. "Comparison of the status of professional football league clubs with UEFA criteria and selected clubs from South Korea. Japan, UAE and Turkey". Research Project. Physical Education Research Institute. 2004.

[34] Rezaei SE M, Koozechian H, Amiri M. "Designing an effective mechanism for commercializing Iranian football clubs". Journal of Research in Sports Management and Motor Behavior. 2015; 5(9): 119-30.[in Persian]

[35] Morrow S. The business of football: Image management in narrative communication. Institute of Chartered Accountants of Scotland; 2005.

[36] Naha S, Hassan D. "Introduction: ethical concerns in sport governance". Sport in Society. 2018; 21(5): 721-3. https://doi.org/10.1080/17430437.2018.1400783

[37] Auweele YV, Cook E, Parry J, (ed). "Ethics and governance in sport: The future of sport imagined. Routledge; 2015 Nov 6.39.

[38] Tomlinson A. "The supreme leader sails on: Leadership, ethics and governance in FIFA". Sport in Society. 2014; 17(9): 1155-69. https://doi.org/10.1080/17430437.2013.856590.

[39] Holtbrügge D, Oberhauser M. "CSR orientation of future top managers in India". Journal of Indian Business Research. 2019; 11(2): 162-178. https://doi.org/10.1108/JIBR-01-2018-0039.