ارائه الگوي موفقيت مالي باشگاه‌هاي ليگ برتري فوتبال

The purpose of this study was to present a financial success model for Iranian Premier League football clubs. The research employed a mixed-method design, combining both qualitative an‎d quantitative approaches. The qualitative phase was conducted using Grounded Theory with Charmaz’s approach. The statistical population in this phase included senior managers of the Football Federation an‎d the League Organization, club CEOs, senior financial managers of clubs, an‎d university professors specializing in sport management, selec‎ted purposefully through the snowball sampling method. After conducting 18 interviews an‎d reaching theoretical saturation, the qualitative data collection process was concluded. In the quantitative phase, a questionnaire was developed based on the findings of the qualitative stage. The statistical sample consisted of 185 individuals, including experts an‎d scholars in sport management an‎d financial management, financial specialists of clubs, an‎d members of club boards of directors, selec‎ted through convenience sampling. Quantitative data were analyzed using structural equation modeling via SPSS an‎d SmartPLS software. The final findings from both qualitative an‎d quantitative sections indicated that Revenue Generation, Upstream Rules an‎d Regulations, Technical Conditions, Managerial Strategies, Fan Engagement System, Requirements, an‎d Club Resources, with path coefficients of 0.240, 0.195, 0.183, 0.182, 0.179, 0.064, an‎d 0.050 respectively, are the most significant determinants of financial success in Premier League football clubs. Achieving financial success in these clubs requires integrated attention to these components. Synergy among these elements an‎d continuous improvement in each of them enables the clubs to reach financial goals an‎d build a sustainable future. Therefore, clubs should continuously eva‎luate their performance an‎d adopt innovative strategies to advance toward financial objectives an‎d sustainable development.

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