Grounding Strategic Alliances: A Grounded Theory Framework for Sports and Youth Departments in Iran

Abstract

This study aimed to identify the factors influencing the formation and implementation of strategic alliances in Iranian sports and youth departments and to develop an indigenous model adapted to the country’s organizational and cultural context. A qualitative design based on Strauss and Corbin’s systematic grounded theory approach was employed. The participants comprised 15 sports management academics, senior managers of sports and youth departments, and experts in sports organization management, who were selected through purposive and theoretical sampling. Data were collected through in-depth semi-structured interviews and the analysis of relevant documents issued by the Ministry of Sports and Youth. Theoretical saturation was achieved after the thirteenth interview; however, two additional interviews were conducted to confirm and enrich the emerging categories. Data collection and analysis proceeded concurrently through open, axial, and selective coding and the constant comparative method. The trustworthiness of the findings was established through data triangulation, member checking, peer review, an audit trail, and intercoder consensus. The analysis generated 45 open codes, 15 axial categories, and five selective categories: causal conditions, contextual conditions, intervening factors, strategies, and consequences. The causal conditions comprised resource needs, competitive pressures, and internal organizational challenges. Organizational structure, a culture of cooperation, and the legal and economic environment constituted the main contextual conditions. Operational risks, external barriers, and human factors were identified as intervening conditions. Strategic planning, relationship management, and performance evaluation and monitoring emerged as the principal implementation strategies. The consequences included improved organizational performance, sustainable sports development, greater stakeholder satisfaction, cost reduction, increased sponsorship revenue, and foreign investment. Potential adverse consequences included alliance failure, resource loss, excessive dependence on partners, and increased managerial complexity. Successful strategic alliance implementation in sports and youth departments requires alignment with governmental structures, organizational culture, economic constraints, and national sports priorities. The proposed model provides a practical framework for coordination among the Ministry of Sports and Youth, sports federations, and provincial departments and may contribute to sustainable sports development, economic synergy, increased public participation, and stronger sports diplomacy.