طراحی مدل معادلات ساختاری اکوسیستم کارآفرینی دیجیتال مبتنی بر راه اندازی استارت آپ های ورزشی
محورهای موضوعی : مدیریت و سلامت
پژمان گل آرا
1
,
فهیمه ادیب صابر
2
,
مهران نصیری
3
1 - گروه تربیت بدنی، واحد رشت، دانشگاه آزاد اسلامی، رشت، ایران
2 - گروه تربیت بدنی، واحد رشت، دانشگاه آزاد اسلامی، رشت، ایران
3 - گروه تربیت بدنی، واحد بندر انزلی، دانشگاه آزاد اسلامی، بندر انزلی، ایران
کلید واژه: اکوسیستم ورزشی, اکوسیستم کارآفرینی, کارآفرینی دیجیتال, استارت آپ های ورزشی, کسبوکارهای ورزشی,
چکیده مقاله :
استارتآپهای ورزشی دیجیتال، نه تنها عملکرد ورزشکاران و تیم ها را بهبود میبخشند، بلکه خدمات جدیدی مانند پشتیبانی از تولید و توزیع محصولات ورزشی، ایجاد فرصتهای شغلی و اقتصادی به علاقهمندان ورزش ارائه میدهند. هدف این پژوهش طراحی مدل معادلات ساختاری اکوسیستم کارآفرینی دیجیتال مبتنی بر راهاندازی استارتآپهای ورزشی بود. روش پژوهش از نوع توصیفی-همبستگی بود. جامعۀ آماری مدرس و پژوهشگر دانشگاهی در حوزه کارآفرینی دیجیتال، عضو تیم مدیریت استارتآپها و کسب و کارهای ورزشی، مدیر و کارشناس کسب و کارهای ورزشی و دیجیتال، مشاوران و تحلیگران حوزه کارآفرینی دیجیتال بودند. نمونه آماری به تعداد قابل کفایت جهت آزمون مدل به روش هدفمند و در دسترس انتخاب گردید (167 نفر). برای ارزیابی روایی محتوایی از متخصص علمی و اجرایی نظرخواهی وسپس پایایی ترکیبی و روایی سازه در مرحله نهایی با استفاده از نرم افزار پی.ال.اس تایید شد. نتایج تحلیل عاملی سازههای هریک از نُه متغیر اصلی نشان داد که تمامی مؤلفهها به صورت معناداری نقش تبیینکنندهای دارند. تحلیل مسیر هم نشان داد که روابط بین نُه متغیر اصلی به توالی شش سطح از متغیرهای مستقل به سمت متغیرهای وابسته مثبت و معنادار است و مدل مفهومی برازش مطلوبی دارد. بر اساس یافتههای پژوهش میتوان گفت که توسعه و گسترش بازار کسب و کارهای نوپای ورزشی در حوزه اکوسیستم کارآفرینی دیجیتال لازم است بخش خصوصی و دولتی با یکدیگر تعامل لازم داشته باشند، حمایتهای لازم مالی و سادهسازی قوانین برای کارآفرینان ورزشی رقم بخورد و کارآفرینان، دانشجویان تربیت بدنی، دانشگاهها و سازمانهای ورزشی در کشور بتوانند با همافزایی و تعامل خدمات مشترکی را به مشتریان خود عرضه کنند.
Introduction
Digital technology has expanded the boundaries and changed the processes, outcomes of entrepreneurship and the evolution of the players of the entrepreneurial ecosystem (Nelson & Bayer, 2010). Changes in sports have increased through access to the Internet and technology. Therefore, there is value and positive outcomes associated with entrepreneurship in sports, which is due to the increasing convergence of business and technology in sports (Jenny et al., 2016). Startups can exist in different sectors of the sports industry from manufacturing sports equipment to developing new online services. The greatest growth of sports businesses has been related to digital and social media. This is due to people’s desire to experience sports in a new way based on technological advances (Ratten, 2021). Sports startups, as part of the digital entrepreneurship ecosystem, face several challenges. Several factors such as technological infrastructure, investment, interactive networks, and government support play a role in the success of these startups, but the relationships between these factors are not fully understood (Ramzaninezhad et al., 2019). Based on the above, it can be said that in Iran, start-up businesses can provide a suitable environment for creating employment. In the current decade, one of the biggest challenges and most important problems of the country’s sports industry is entrepreneurship and employment. Sports, as a developing industry, has many entrepreneurial opportunities. Previous studies have not presented a suitable model for new businesses in the field of digital sports entrepreneurship. The present study, while helping to properly guide new businesses and new sports startups in the country, can also be a background and model for other research. Methodology
The present study is descriptive-correlational and based on the structural equation model. The statistical population of the study included university lecturers and researchers in the field of digital entrepreneurship, members of the management team of startups and sports businesses, managers and experts in sports and digital businesses, consultants and analysts in the field of digital entrepreneurship. A sufficient number of statistical samples were selected and surveyed in a purposeful and accessible manner to test the model (167 people). Given the lack of face-to-face access to the research samples, an electronic questionnaire was created to collect data and was provided to the research samples in a purposeful manner. The research tools were a researcher-made questionnaire based on the qualitative survey phase of the research. The questionnaire included 9 main factors: technology and innovation, research and development, digital sports entrepreneurship ecosystem, government support and laws, access to capital, acceptance of failure and learning culture, networking and strategic partnerships, marketing and customer acquisition, digital entrepreneurship and launching startups (9 main variables, 30 dimensions and 76 items). To assess the content and face validity, expert professors and researchers (PhD in Sports Management) with a background in digital entrepreneurship and startups were consulted. After confirming the content validity, the tool was first distributed in a pilot study among 30 people from the statistical community, and the Cronbach's alpha coefficient was calculated to be 0.75. After fixing the problems related to questions with low alpha, the questionnaire was distributed and collected in the main stage, and composite reliability was calculated and approved in SmartPLS software. The Kolmogorov-Smirnov test was used to test the normality of the data, and the results showed that most of the values of the variables were less than 0.05 and non-normal; as a result, the structural equation model method was used to examine the relationship between the statistical hypotheses using SmartPLS software (Hair et al., 2019).
Results
The results of factor analysis of the dimensions of the research variables showed that the dimensions of information collection and data analysis tools, artificial intelligence and customer management and digital platforms were significantly explaining technology and innovation with coefficients of 0.85, 0.82 and 0.77 respectively. The dimensions of product innovation, market studies and development of new technologies were significantly explaining research and development with coefficients of 0.85, 0.84 and 0.83 respectively. The dimensions of digital sports coaching and mentoring and workshops and networking events and digital entrepreneurship business training were significantly explaining the digital sports entrepreneurship ecosystem with coefficients of 0.86, 0.86 and 0.74 respectively. The dimensions of innovation support policies, tax and incentive supports, and business simplification regulations significantly explained government support and laws with coefficients of 0.90, 0.85, and 0.84, respectively. The dimensions of government subsidies and budgets, technology-related investment, and crowdfunding significantly explained access to capital with coefficients of 0.87, 0.83, and 0.80, respectively. The dimensions of failure analysis, environments encouraging continuous learning (0.88), and support structures for failures significantly explained failure acceptance and learning culture with coefficients of 0.91, 0.88, and 0.81, respectively. The dimensions of academic interactions, industry alliances, and international partnerships significantly explained networking and strategic collaborations with coefficients of 0.95, 0.94, and 0.90, respectively. The dimensions of digital marketing, user experience and user interface, and digital branding strategies significantly explained marketing and customer acquisition with coefficients of 0.91, 0.89, and 0.86, respectively. The dimensions of gaining experience, community building, changing attitudes, creating motivation, flexibility in employment, culture building, and welfare and better life significantly explained the development of digital entrepreneurship and launching startups with coefficients of 0.86, 0.82, 0.79, 0.79, 0.70, 0.68, and 0.63, respectively.
Also, based on path analysis, it was found that the effect of technology and innovation (0.18), research and development (0.66) on the digital sports entrepreneurship ecosystem was positive and significant. The effect of the digital sports entrepreneurship ecosystem on networking and strategic partnerships (0.69) and marketing and customer acquisition (0.37) was positive and significant. The effect of government support and laws with a coefficient of (0.16), access to capital (0.65) and acceptance of failure and learning culture (0.61) on networking and strategic partnerships was positive and significant. The effect of acceptance of failure and learning culture (0.45) on marketing and customer acquisition was positive and significant. The effect of networking and strategic partnerships (0.70) and customer acquisition and acquisition (0.66) on the development of digital entrepreneurship and startup launch was positive and significant.
Discussion and Conclusion
In general, to develop and expand the sports startup market in the digital entrepreneurship ecosystem, it is necessary for the private and public sectors to interact with each other, provide the necessary financial support and simplify the rules for sports entrepreneurs, and enable entrepreneurs, physical education students, universities, and sports organizations in the country to offer joint services to their customers through synergy and interaction. In the meantime, technological infrastructures should also be used creatively and based on customer needs, so that, while creating a suitable business environment for sports graduates, the ground for creating new businesses and trades is provided, and in this way, the path to employment in the field of sports and sustainable economic growth is paved.
