Shahid Bahonar University of KermanJournal of New Studies in Sport Management2717-40697320260801Regular Physical Activity Among Iranian Gen Z: Key Influences on Participation Rates112498310.22103/jnssm.2025.25114.1376ENAliSaberiAssociate Professor, Faculty of Management and Accounting, College of Farabi, University of Tehran, Iran.MohamadKalantarMaster's Degree in Sports Management, College of Farabi, University of Tehran, Iran.AlirezaNazemiBidgoliPhD student, Sports Management, Collage of Farabi, University of Tehran, Iran0000-0003-2310-0314Journal Article20250417Generation Z's physical activity participation is a public health concern, yet research on its environmental, social, and motivational determinants remains limited. An exploratory sequential mixed-methods design was employed. In the qualitative phase, semi-structured interviews with 17 sports management experts identified five key factors: personal incentives, safety, the physical environment, peer influence, and sports facilities. Based on these findings, a 49-item Likert-scale questionnaire was completed by 384 adolescents (15–20 years old) in Qom Province, Iran. Quantitative data were analyzed using Structural Equation Modeling and Partial Least Squares. SEM analysis indicated good model fit (composite reliability = 0.86, Cronbach’s alpha = 0.87, goodness-of-fit index = 0.46). Individual motivation emerged as the most significant factor (factor loading = 0.867), followed by safety (0.833), environmental factors (0.788), peer influence (0.737), and sports facilities (0.716). These findings emphasize the need for motivational, safe, and accessible physical activity settings for Generation Z. This study highlights key drivers of regular physical activity among Generation Z. The findings offer insights for policymakers, educators, and community planners to develop targeted interventions addressing motivational, environmental, and social factors.https://jnssm.uk.ac.ir/article_4983_124c3e4ada4a529aa0fedece80bb42ab.pdfShahid Bahonar University of KermanJournal of New Studies in Sport Management2717-40697320260801The Adoption and Impact of Emerging Technologies in Sports: Opportunities, Challenges, and Strategies1324527810.22103/jnssm.2025.24589.1353ENSeyedeh SaforaSharifiMaster of Sports Management, Faculty of Sports Science, Urmia University, Urmia, Iran.Seyed MohamadKashefDepartment of Sports Management, Faculty of sports science، Urmia University, Urmia, Iran.Journal Article20241227This study analyzes the adoption and impact of emerging technologies in sports, focusing on their transformative role in enhancing athletic performance, event management, and spectator engagement. Using a mixed-methods approach, the research combines grounded theory and quantitative analysis to explore technology integration. Qualitative data, gathered through semi-structured interviews with sports technology experts, including managers and IT specialists, were analyzed using MAXQDA2020 to develop a paradigmatic model. Quantitative data from a survey of 181 athletes and sports managers, primarily in Iran, were analyzed with Smart PLS 4 to validate variable relationships. Findings revealed that technologies like wearable devices, motion sensors, and data analytics optimize training and reduce injury risks, while systems like Video Assistant Referee (VAR) and Hawk-Eye enhance officiating accuracy. Virtual reality (VR) and augmented reality (AR) create immersive spectator experiences, revolutionizing engagement. However, adoption faces challenges, especially in resource-constrained settings like Iran, where only 37% of sports federations use modern technologies. High costs, limited expertise, and cultural resistance, exacerbated by sanctions, hinder progress. Proposed strategies include specialized training to boost digital literacy, supportive policies for ethical and privacy frameworks, and funding for sports technology startups to ensure equitable access. These strategies aim to foster innovation and overcome barriers. The study highlights technology’s potential to drive competitiveness, public health, and economic growth through job creation and increased revenue.https://jnssm.uk.ac.ir/article_5278_82f292a22966b857d968fb578ccbead9.pdfShahid Bahonar University of KermanJournal of New Studies in Sport Management2717-40697320260801The Cultural, Ethical, and Educational Consequences of Sport Organizations’ Social Responsibility: A Systematic Review2542527910.22103/jnssm.2025.24607.1354ENMaryamNiazitabarDepartment of Sport Management, Faculty of Sport Sciences, Alzahra University, Tehran, Iran0000-0002-4756-5688ZhalehMemariDepartment of Sport Management, Faculty of Sport Sciences, Alzahra University, Tehran, Iran0000-0002-2695-1694Journal Article20241230Sports organizations collaborate with the local communities to achieve their many targets through corporate social responsibility (CSR). In research on the SR of sports organizations, their cultural, ethical, and educational consequences have received some attention, but mostly under the heading of social and ethical dimensions .This study has presented a systematic review of documents related to the cultural, ethical, and educational consequences of sports organizations’ SR since 2000 . The analysis identified critical themes of cultural effects, including cultural development, increasing awareness about CSR, and integration into society. Ethical consequences included improving individual and societal ethics and a positive attitude toward ethics. Educational effects included the components of applying education, increasing the quality of education, and enhancing society's positive perspective on education. Furthermore, the CSR programs of sports organizations provide extra potential for sustainable community development.https://jnssm.uk.ac.ir/article_5279_10cd8cca7d33d4526cf4c264654762c6.pdfShahid Bahonar University of KermanJournal of New Studies in Sport Management2717-40697320260801Strategic Planning for the Development of Sports Tourism in the Sultanate of Oman4363528010.22103/jnssm.2025.25026.1375ENMohammedAlamriPhD candidate, Faculty of Sports Science and Health, University of Tehran, Tehran, Iran.EbrahimAlidoust GhahfarokhiProfessor, Sport Management Department, Faculty of Physical Education and Sport Sciences, University of Tehran, Tehran, Iran.0000-0002-8909-7122MahmoudGoudarziProfessor, Sport Management Department, Faculty of Physical Education and Sport Sciences, University of Tehran, Tehran, Iran.0000-0001-7142-8643Journal Article20250325<br>This study aimed to provide a strategic planning framework for developing sports tourism in the Sultanate of Oman. A SWOT analysis was employed to identify optimal strategies aligned with the country’s sport-tourism context. Quantitative data were collected from 109 experts via a structured questionnaire and analyzed using descriptive statistics. The SWOT results indicated that Oman's sports tourism sector falls into the "WO" (Weakness–Opportunity) quadrant—internal weaknesses outweigh strengths while external opportunities outweigh threats. Accordingly, conservative strategies that leverage opportunities to overcome internal weaknesses are recommended as the most appropriate course of action. These findings provide an evidence-based foundation for policymakers, highlighting critical areas to address in order to enhance Oman’s sports tourism development.https://jnssm.uk.ac.ir/article_5280_5b658d2a925565f0755e035597f8d22f.pdfShahid Bahonar University of KermanJournal of New Studies in Sport Management2717-40697320260801Strategic Orientation for Urban Service Transformation: A Case Study of the Tehran Municipality Sports Organization6482528110.22103/jnssm.2025.25147.1380ENMohammadPourkianiAssistant Professor of Sport Management, Department of Sport Management and Media, Faculty of Sport Sciences and Health, Shahid Beheshti University, Tehran, Iran0000-0001-7490-6436Journal Article20250422This study investigates improving of strategic orientations through updating the general program of urban service organizations as case study research in the sports organization of Tehran municipality. This is a descriptive - analytical survey at the strategic level involving four parts; service quality, gap analysis, SWOT analysis, and strategic plan. Data resourses in this study included both human resources specialists and documentary information sources. Participants were managers and skilled experts of Tehran municipality sports organization and well-informed scientific and executive experts of citizenship sports. The sample was divided into three parts for exploring gap analysis, SWOT analysis, and Delphi for strategic framework. Research tools included, documentary analysis, questionnaire , and Delphi technique .The validity of the research was assessed and confirmed by content validity of data collecting tool -Delphi panel method of validation .The results showed that, general domains of updating strategic program of Tehran municipality sports organization for enhancing citizenship sports include; developing sustainable resources for citizenship sports, managing the citizenship sports more efficiently, fostering a healthy and active lifestyle in the urban society, institutional and structural improvement of citizenship sports, and creating more citizenship sports participation opportunities. The Gap analysis showed a big gap between the current condition and the desired condition of the indicators related to the areas of strategic changes. The SWOT analysis showed the strategic position of Tehran municipality sports organization for enhancing citizenship sport is decreasing but tending to stability. Therefore, transformation policies and appropriate strategies were presented for performance gap and strategic position.https://jnssm.uk.ac.ir/article_5281_980b2e71a187f092466c13bf42cd6413.pdfShahid Bahonar University of KermanJournal of New Studies in Sport Management2717-40697320260801Financial Sustainability Components for Iranian Premier League Football Clubs: A Mixed-Methods Approach with Emphasis on the Analytic Hierarchy Process83101528210.22103/jnssm.2025.25892.1404ENAmir HosseinLabbafDepartment of Motor Behavior and Sport Management, Faculty of Sports Sciences, University of Isfahan, Isfahan, Iran0000-0002-8353-7932MehdiSalimiDepartment of Motor Behavior and Sport Management, Faculty of Sports Sciences, University of Isfahan, Isfahan, Iran0000-0003-4566-6490MohammadSoltan HosseiniDepartment of Motor Behavior and Sport Management, Faculty of Sports Sciences, University of Isfahan, Isfahan, Iran0000-0003-4026-162XJournal Article20250908The aim of this study was to formulate and prioritize the components of financial sustainability for Iranian Premier League football clubs. The research employed a mixed-methods approach, combining qualitative and quantitative methods. In the qualitative phase, the study employs grounded theory using Charmaz’s constructivist approach. The research population for the qualitative part included senior managers of the Football Federation and the Pro League Organization, club CEOs, senior financial managers of clubs, and expert professors in sports management. A purposive and snowball sampling method was used. The interviews were concluded after 18 interviews, when theoretical saturation was reached. In the quantitative section, the Analytic Hierarchy Process (AHP) was utilized with the opinions of 12 experts to weigh and prioritize the identified factors. The final results from the qualitative and quantitative sections showed that management strategies, revenue generation, upstream laws and conditions, fan system, technical conditions, club resources, and requirements were the most important factors for the financial sustainability of Premier League football clubs, with weights of 0.252, 0.194, 0.165, 0.144, 0.121, 0.068, and 0.056, respectively. The financial sustainability of Premier League football clubs requires comprehensive attention to the aforementioned factors. The interaction of various factors and the continuous improvement of each will lead to the achievement of clubs' financial goals and bring about a sustainable future for them. Clubs should evaluate their performance and, by adopting innovative approaches, take steps toward realizing their financial goals and sustainable development.https://jnssm.uk.ac.ir/article_5282_91e82999cf7e45da1070ebd673690716.pdf