Designing the Maturity Model for Managing Business Processes in Sporting Manufacturing Companies

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Jalili Musa; HematiNejadToli Mehr Ali; Naderinasab Mehdi

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Journal Paper

Paper Information

Journal: STRATEGIC STUDIES ON YOUTH AND SPORTS Year:2020 | Volume:19 | Issue:49 Page(s): 211-236

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Information Journal Paper

Title

Designing the Maturity Model for Managing Business Processes in Sporting Manufacturing Companies

Author(s)

Jalili Musa | HematiNejadToli Mehr Ali | Naderinasab Mehdi | Issue Writer Certificate

Keywords

Market EcosystemQ1

Business ProcessQ1

Maturity and Sports ProducersQ1

Abstract

The study is to design the maturity model for managing Business Processes in sporting manufacturing companies. The research is practical and descriptive correlational one. The statistical population consisted of all directors and experts of sports production companies and university professors with specialization in sport business management in which statistical samples were selected purposeful and available. For gathering data, a research-made questionnaire was used which the content validity was confirmed by 13 experts. Also, its reliability was calculated by Cronbach’ s alpha (0/964) and composite reliability. To analyze the data and investigating model fitting, structural equation modeling and PLS and SPSS24 software were used. The results showed that the Market Ecosystem was of a direct, positive and significant effect on the system of the company (0/783), process chain (0/333) and process performance (0/123). The operating system of the company also had a direct, positive and significant effect on the process chain (0/481) and process management (0/129) but had no significant effect on the performance of the processes (0/082). Also, the process chain factor had a direct, positive and significant effect on process performance (0/709), process management (0/508), and maturity of process management (0/393). The effect of variable of process performance on process management (0/199) and maturity of process management (0/671) were direct, positive and significant. Finally, the effect of variable process management on process management maturity (0/070) was not meaningful. It seems that sports production companies should recognize their position on the market on the basis of determining their maturity status and precisely identify obstacles and development strategies in order to implement the necessary changes and adjustments, and the resources needed to reach the next stages to provide.

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APA: Copy

Jalili, Musa, HematiNejadToli, Mehr Ali, & Naderinasab, Mehdi. (2020). Designing the Maturity Model for Managing Business Processes in Sporting Manufacturing Companies. STRATEGIC STUDIES ON YOUTH AND SPORTS, 19(49 ), 211-236. SID. https://sid.ir/paper/412648/en

Vancouver: Copy

Jalili Musa, HematiNejadToli Mehr Ali, Naderinasab Mehdi. Designing the Maturity Model for Managing Business Processes in Sporting Manufacturing Companies. STRATEGIC STUDIES ON YOUTH AND SPORTS[Internet]. 2020;19(49 ):211-236. Available from: https://sid.ir/paper/412648/en

IEEE: Copy

Musa Jalili, Mehr Ali HematiNejadToli, and Mehdi Naderinasab, “Designing the Maturity Model for Managing Business Processes in Sporting Manufacturing Companies,” STRATEGIC STUDIES ON YOUTH AND SPORTS, vol. 19, no. 49 , pp. 211–236, 2020, [Online]. Available: https://sid.ir/paper/412648/en

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