BibTex RIS Kaynak Göster

Field : Sport Sciences, Sport Management Type : Review Article

Yıl 2016, Cilt 4 - Sayı 1, 84 - 107, 26.03.2016

Öz

Kaynakça

  • Alidoost G, Ebrahim D, Ghahfarokhi A, Hemayat T, Rasool KA (2010). Examining
  • motivations of fan presence in Iran national football team.
  • Alidoost G, Ebrahim, Shariati, Jamaleddin (2010). Examining home plays in Iran football
  • superior league.
  • Ali Hosseini M (2004). Study of Relation of Public Relations and Bank Mellat Customer
  • Satisfaction, Bank and Agriculture Quarterly Magazine, 2nd Year, No. 5
  • Alvani SM (1998). Management and social responsibilities of Org., Tehran, public
  • management training center.
  • Atkinson AA, Waterhouse JH, Wells RB (1997). "A stakeholder Approach to strategic
  • performance Measurement", Sloan Management Review Spring, 25-37.
  • Bakker DF, Vanderplas R (2002). Stakeholder influence strategies and stakeholder-oriented
  • management. Paper presented at the 10th Greening ofIndustry Network Conference.
  • Balser D, Mcclusky J (2005). Managing stakeholder relationship and nonprofit organization
  • effectiveness, nonprofit management & leadership, 15(3).
  • Bazaz J, Seyed A (2008). Management based on capability of human resources, Tadbi.
  • Berman S, Wicks CA (1999). Does stakeholder orientation matter? The relationship between
  • stakeholder management, The academy of management journal 42(5).
  • Benington J, Hartley J, Binns P (1997). Researching the roles of internalchange agents in the
  • management of organizational change. British Journal of Management, 8(1), 61-73.
  • Broome ME, Kliebenstein MA (2000). School re-entry for the child with chronic illness:
  • Parent and school personnel perceptions. Pediatric Nursing, 26(6), 579.
  • Broome DR, Walker PS, Blunn GW, Perry J, Watkins A, Sathasivam S, ... Paul JP (1997). A
  • knee simulating machine for performance evaluation of total knee replacements. Journal of
  • Biomechanics, 30(1), 83-89.
  • Bruning SD, Ledingham JA (1999). Relationships between organizations and publics:
  • development of a multi-dimensional organization-public relationship scale, Public relations
  • review, 25:157-170.
  • Colle de S (2005). A stakeholder management model for ethical decision making, Int. j.
  • management and decision making,6(3/4):299-314.
  • Cramer SB (2005). A dynamic model of stakeholder management,
  • ww.scu.edu/business/faculty/…/wp06-13-berman-stakeholder-mgmt pdf.
  • Cutlip S, Center A. (1971). Effective public relations, (4thed), prentice hall, inc. Englewood
  • cliffs, newjersey.
  • Darla JF (2009). Stakeholder decision making influence and stackeholder well-being in
  • nursing homes: the cass of employees and customer, dissertation, the university of Minnesota.
  • Deft R, Deft L (2005), Theory of organization and structure designing, Tehran commercial
  • researches and studies.
  • Donaldson T, Preston LE (1995). The A Stakeholder theory of the corporation:concepts
  • evidence and implications, Academy of management review, 20(1):65-91
  • Freeman RE (1984). Strategic Management- A Stakeholder Approach Massachusetts: Pitman.
  • Freeman RE (2003). Stakeholder Theory and Organizational Ethics: Berrett-Hoehler.financial
  • performance. Management Accounting Research.
  • Freeman RE, Evan WM (1990). Corporate governance: a stackholder interpretation, Journal
  • of behavioral economics, 19 :337-359
  • Freeman RE, Liedtka J (1991). Corporate governance: a stakeholder interpretation, Journal
  • of behavioral economics, 19:337-359
  • Gohar RH (2013), Relations among beneficiary orientation and lawful of organization of
  • ministry of sport and youth of IRI.
  • Ghalayini AM, Noble JS, Crowe TJ (1997). An Integrated Dynamic performance
  • Measurement system for Improving Manufacturing competitiveness, International Journal of
  • Production Economics, Vol.48,pp.207-25.
  • Griffin JJ (2000). Corporate social performance: Research directions for the 21st century.
  • Business & Society, 39(4), 479-491.
  • Grunig JE, Huang YH. (2000). From organizational effectiveness to relationship indicators:
  • antecedents of relationships, public relations strategies and strategies, and relationship
  • outcomes, in JA Ledingham and SD Burning (eds), Public relations as relationship
  • management: a relationship management: a relational approach to the study and practice of
  • public relations (pp.23-53). Mahwah, nj:Lawrence Erlbaum associates.
  • Hosseini MS, Almiri M, Naderial J, Madoud N, Esfahani A (2009). Examining effective
  • factors on presenting football watchers in stadiums, Sport management 14.3.
  • Harrison JS, John CH (1996). Managing and partnering with external stackeholders, Academy
  • of management executive, 10(2): 46-59.
  • Herman RD, Renz DO (1998). Nonprofit organizational effectiveness: Contrasts between
  • especially effective and less effective organizations. Nonprofit Management and Leadership,
  • , 23-38.
  • Huang YH.(1997). Public relations strategies, relational outcomes, and conflictmanagment
  • strategies. Unpublished doctoral dissertation, university of Maryland, college park.
  • Huang YH (2001). Opra: a cross-cultural, multiple-item scale for measuring organizationpublic
  • relationships. Journal of public relations research, 13, 61-90
  • Jones TM (1995) instrumental stakeholder theory: a synthesis of ethics and economics,
  • Academy of management.
  • Karimi T (2005). Comparative study of appraisal models of organizational performance,
  • Tehran: University of Tehran
  • Kane EJ (2004). Continuing dangers of disinformation in corporate accounting reports,
  • Review of financial economics, 13:149-164
  • Keegan DP, Eiler RG, Jones CR (1989). Are your performance measures obsolete?,
  • Management Accounting, p. 45-50.
  • Ludwig LSS (2005). Library as place: results of a delphi study. Journal of the Medical
  • Library Association, 93(3), 12.
  • Lindblom CK (1994). Surviving Schumpeterian environments: an evolutionary perspective.
  • In JAC Baum & JV Singh (eds.), Evolutionary dynamics of organizations (pp.167-168). New
  • York: Oxford university nt review 2:404-437.
  • Ledingham JA, Burning SD (1998). Relationship management in public relations: dimensions
  • of an organization-public relationship, Public relations review, 24,55-65.
  • MacMillan IC, Jones PE (1986). Strategy Formulation: Power and Politics. St Paul, MN:
  • West Publishing
  • Madsen H, Ulhoi J (2001, May/Apr). Integrating Environmental and Stakeholder
  • Management. Business Strategy and the Environment, 10(2), 77-88.
  • Morgan NA, Vorhies DW, Mason CH (2009). Market orientation,marketing capabilities and
  • firm performance. Strategic Management Journal, 30(8), 909–920.
  • Mojatab MT (2006). Presenting comprehensive appraisal pattern for assessing performance of
  • public organization, Research and sciences university, Tehran
  • Mojtaba MT (????). Presenting comprehensive appraisal pattern for assessing performance of
  • public organization, Research and sciences university, Tehran, PhD. Thesis in Public
  • Management
  • Medori D, Steeple D (2000). A Framework for Auditing and Enhancing performance
  • Measurement systems. International Journal of Operations & Production Management,
  • Vol.20 No.5,pp 520-33.
  • Meier J (1995). The importance of relationship managmaent in establishing successful inter
  • organizational system. Journal of strategic information system, vol.4,no,2,pp.135-148
  • Nabi LB (2003), Comparative Study of Organizational Dominance Models in Health and
  • Medical System of Selected Countries: Offering a Model for Iran, Iran University of Medical
  • Sciences, Tehran
  • Nabi LB (2004). Superior patterns in treatment and health “Tadbir training-scientific
  • magazine: 15th year, no.145
  • Neely A, Adams C (2002). "Perspectives on performance: The performance prism", Journal
  • of Cost Management.
  • Neely AD, Richards AH, Mills JF, Platts KW, Bourne MCS, Gregory M, Kennerley M
  • (2000). Performance Measurement system Design: Developing and Testing a process-based
  • Approach. International Journal of Operations & Production Management, Vol. 20 No.10,
  • pp1119-45.
  • Neely AD, Gregory M, Platts KW (1995). Performance Measurement system Design: a
  • literature Review and Research Agenda. International Journal of Operations & Production
  • Management, Vol.15 , No.4, pp 80-116.
  • O Dwyer M (2005), The evolving role of public relations in Ireland, European journal of
  • marketing, 39(7/8):809-820.
  • Parsa M (2009). Examining effective factors on fans of Iran league footballs: Iran sociology,
  • th course
  • Paulson SK(1985). A Paradigm for the Analysis of Interorganizational Networks, Social
  • Networks, 7: 105-126.
  • Pennings JM (1981). Strategically interdependent organizations, In PC Nystrom & Starbuck
  • WH (Ed.), Handbook of Organizational Design (Vol. 1). New York: Oxford University Press.
  • Rezaian A (1999). Analyzing and designing system, Semat publications, 4th printing, Tehran
  • Reed D (1999). Stakeholder management theory: a critical theory perspectives, Business
  • ethics quarterly, 9(3): 453-483.
  • Saboonchi R, Hadavi F, Mozafari S, Amir A (2009). Determining organizational structure of
  • state physical education organization, Movable sciences publications, 7th year, book 1, no.13,
  • page 144-137
  • Shirish S (2007). Evaluating sustainability practices in term of stackeholderssatisfactin, Int. j.
  • business governance and ethics, 3(1):59-79
  • Shilbury D (2000). Considering future sport delivery systems, Sport management review,
  • (2):199-221
  • Sotiriadou K, Shilbury D, Quick S (2008). The attraction, retention/ transition, and nurturing
  • process of sport development: Some Australian evidence", Journal of sport management, 22
  • (3): 247-272.
  • Sotiriadou (popi) K (2009). The Australian sport system and its stakeholders: development of
  • cooperative relationships, Sport in society, 12:7, 842-860.
  • Stanley A (1982). Critical interpretive research in organizational communication. Western
  • Journal of Communication (Includes Communication Reports), 46(2), 131-149
  • Stoldt G, Dittmore S, Branvold S (2006). Sport Public Relations: Managing Organizational
  • Communication, Human Kinetics Publishers, Champaign, Illinois.
  • Stary N )1999). What is clinical governance, center for primary care, university of Derby,
  • Starik M (1994). The Toronto conference:reflection on stakeholder theory: essay by mark
  • starik. Business and society, 33,89-95.
  • Sturdivant FD, Vernon-Wortzel H (1990). Business and society: A managerial approach (4th
  • ed.) Boston: Irwin.
  • Sturdivant FD (1979). Executives and activist: Test of stakeholder management. California
  • Management Review 22(Fall): 53–59.
  • Tavakoli M, Reza H, Seyed N (2005). Designing national pattern for quality promotion.
  • Tahmasebi F, Vazini T, Amir S, Sedgh P, Bahram HF (2011). Examining host point in Iran
  • football superior league, Olympic, 12,56
  • Tangen S (2004). "Professional practice performance Measurement: from philosophy to
  • practice", International Journal of Productivity and Performance Management,
  • Vol.53No.8,pp726-37.
  • Thorelli HB (1986). Networks: between markets and hierarchies, Strategic Management
  • Journal, v.7, p. 37–51.
  • Ulrich D, Barnet BJ (1984). Perspective in organization: resource dependence, efficiency, and
  • population, Academy of management review, p.9.
  • Viljoen J, Dann S (2003). Strategic management (4th ed). Frenchs forest: prentice hall.
  • Wartick S (1994). The Toronto conference: reflection on stakeholder theory: essay by Steve
  • Wartick. Business and society, 33: 110-117.
  • Yusefial S (2006). Assessing performance of logistics deputy of state universities of medical
  • sciences.

Designing Appraisal Pattern for Performance of Superior League Football Teams by Emphasizing on Stakeholders’ Benefits

Yıl 2016, Cilt 4 - Sayı 1, 84 - 107, 26.03.2016

Öz

Performance assessment by stakeholders is a strategic process that this research formed based on Freeman Stakeholders’ theory (1986) and Lee Stakeholders’ model and its goal is replying to following questions in order to present proper model for performance assessment: Who are most important stakeholders of superior football teams? What are their most important purposes? What are most important actions for fulfilling their needs? The research information collected from ministry of sport and youth, federation, club universalities, library and filed experts and in first stage based on Freeman theory and past studies and experts’ opinions, a questionnaire was developed with Cronbach alpha coefficient of 0.891 and by using Shannon entropy model and TOPSIS method extracted 9 priorities out of 21. In second stage, a second questionnaire was developed with Cronbach alpha coefficient of 0.928 and 20 most important requests out of 71extracted by TOPSIS method. In 3rd stage, a third questionnaire was developed through interview with managers of 3 superior leagues and took measures to examine most implorations actions for providing stakeholders requests that 49 executive actions was recognized and performed by QFD model and quality house model indicated relation among requests of stakeholders, actions, weighting and ranked ultimately 24 important actions was recognized and by using results and normalization, performance assessment model extracted from above three processes that indicated victory result and monetary benefits included their most important requests and teams shall take action to establish clear financial and planning unit and shall be assessed periodically.

Kaynakça

  • Alidoost G, Ebrahim D, Ghahfarokhi A, Hemayat T, Rasool KA (2010). Examining
  • motivations of fan presence in Iran national football team.
  • Alidoost G, Ebrahim, Shariati, Jamaleddin (2010). Examining home plays in Iran football
  • superior league.
  • Ali Hosseini M (2004). Study of Relation of Public Relations and Bank Mellat Customer
  • Satisfaction, Bank and Agriculture Quarterly Magazine, 2nd Year, No. 5
  • Alvani SM (1998). Management and social responsibilities of Org., Tehran, public
  • management training center.
  • Atkinson AA, Waterhouse JH, Wells RB (1997). "A stakeholder Approach to strategic
  • performance Measurement", Sloan Management Review Spring, 25-37.
  • Bakker DF, Vanderplas R (2002). Stakeholder influence strategies and stakeholder-oriented
  • management. Paper presented at the 10th Greening ofIndustry Network Conference.
  • Balser D, Mcclusky J (2005). Managing stakeholder relationship and nonprofit organization
  • effectiveness, nonprofit management & leadership, 15(3).
  • Bazaz J, Seyed A (2008). Management based on capability of human resources, Tadbi.
  • Berman S, Wicks CA (1999). Does stakeholder orientation matter? The relationship between
  • stakeholder management, The academy of management journal 42(5).
  • Benington J, Hartley J, Binns P (1997). Researching the roles of internalchange agents in the
  • management of organizational change. British Journal of Management, 8(1), 61-73.
  • Broome ME, Kliebenstein MA (2000). School re-entry for the child with chronic illness:
  • Parent and school personnel perceptions. Pediatric Nursing, 26(6), 579.
  • Broome DR, Walker PS, Blunn GW, Perry J, Watkins A, Sathasivam S, ... Paul JP (1997). A
  • knee simulating machine for performance evaluation of total knee replacements. Journal of
  • Biomechanics, 30(1), 83-89.
  • Bruning SD, Ledingham JA (1999). Relationships between organizations and publics:
  • development of a multi-dimensional organization-public relationship scale, Public relations
  • review, 25:157-170.
  • Colle de S (2005). A stakeholder management model for ethical decision making, Int. j.
  • management and decision making,6(3/4):299-314.
  • Cramer SB (2005). A dynamic model of stakeholder management,
  • ww.scu.edu/business/faculty/…/wp06-13-berman-stakeholder-mgmt pdf.
  • Cutlip S, Center A. (1971). Effective public relations, (4thed), prentice hall, inc. Englewood
  • cliffs, newjersey.
  • Darla JF (2009). Stakeholder decision making influence and stackeholder well-being in
  • nursing homes: the cass of employees and customer, dissertation, the university of Minnesota.
  • Deft R, Deft L (2005), Theory of organization and structure designing, Tehran commercial
  • researches and studies.
  • Donaldson T, Preston LE (1995). The A Stakeholder theory of the corporation:concepts
  • evidence and implications, Academy of management review, 20(1):65-91
  • Freeman RE (1984). Strategic Management- A Stakeholder Approach Massachusetts: Pitman.
  • Freeman RE (2003). Stakeholder Theory and Organizational Ethics: Berrett-Hoehler.financial
  • performance. Management Accounting Research.
  • Freeman RE, Evan WM (1990). Corporate governance: a stackholder interpretation, Journal
  • of behavioral economics, 19 :337-359
  • Freeman RE, Liedtka J (1991). Corporate governance: a stakeholder interpretation, Journal
  • of behavioral economics, 19:337-359
  • Gohar RH (2013), Relations among beneficiary orientation and lawful of organization of
  • ministry of sport and youth of IRI.
  • Ghalayini AM, Noble JS, Crowe TJ (1997). An Integrated Dynamic performance
  • Measurement system for Improving Manufacturing competitiveness, International Journal of
  • Production Economics, Vol.48,pp.207-25.
  • Griffin JJ (2000). Corporate social performance: Research directions for the 21st century.
  • Business & Society, 39(4), 479-491.
  • Grunig JE, Huang YH. (2000). From organizational effectiveness to relationship indicators:
  • antecedents of relationships, public relations strategies and strategies, and relationship
  • outcomes, in JA Ledingham and SD Burning (eds), Public relations as relationship
  • management: a relationship management: a relational approach to the study and practice of
  • public relations (pp.23-53). Mahwah, nj:Lawrence Erlbaum associates.
  • Hosseini MS, Almiri M, Naderial J, Madoud N, Esfahani A (2009). Examining effective
  • factors on presenting football watchers in stadiums, Sport management 14.3.
  • Harrison JS, John CH (1996). Managing and partnering with external stackeholders, Academy
  • of management executive, 10(2): 46-59.
  • Herman RD, Renz DO (1998). Nonprofit organizational effectiveness: Contrasts between
  • especially effective and less effective organizations. Nonprofit Management and Leadership,
  • , 23-38.
  • Huang YH.(1997). Public relations strategies, relational outcomes, and conflictmanagment
  • strategies. Unpublished doctoral dissertation, university of Maryland, college park.
  • Huang YH (2001). Opra: a cross-cultural, multiple-item scale for measuring organizationpublic
  • relationships. Journal of public relations research, 13, 61-90
  • Jones TM (1995) instrumental stakeholder theory: a synthesis of ethics and economics,
  • Academy of management.
  • Karimi T (2005). Comparative study of appraisal models of organizational performance,
  • Tehran: University of Tehran
  • Kane EJ (2004). Continuing dangers of disinformation in corporate accounting reports,
  • Review of financial economics, 13:149-164
  • Keegan DP, Eiler RG, Jones CR (1989). Are your performance measures obsolete?,
  • Management Accounting, p. 45-50.
  • Ludwig LSS (2005). Library as place: results of a delphi study. Journal of the Medical
  • Library Association, 93(3), 12.
  • Lindblom CK (1994). Surviving Schumpeterian environments: an evolutionary perspective.
  • In JAC Baum & JV Singh (eds.), Evolutionary dynamics of organizations (pp.167-168). New
  • York: Oxford university nt review 2:404-437.
  • Ledingham JA, Burning SD (1998). Relationship management in public relations: dimensions
  • of an organization-public relationship, Public relations review, 24,55-65.
  • MacMillan IC, Jones PE (1986). Strategy Formulation: Power and Politics. St Paul, MN:
  • West Publishing
  • Madsen H, Ulhoi J (2001, May/Apr). Integrating Environmental and Stakeholder
  • Management. Business Strategy and the Environment, 10(2), 77-88.
  • Morgan NA, Vorhies DW, Mason CH (2009). Market orientation,marketing capabilities and
  • firm performance. Strategic Management Journal, 30(8), 909–920.
  • Mojatab MT (2006). Presenting comprehensive appraisal pattern for assessing performance of
  • public organization, Research and sciences university, Tehran
  • Mojtaba MT (????). Presenting comprehensive appraisal pattern for assessing performance of
  • public organization, Research and sciences university, Tehran, PhD. Thesis in Public
  • Management
  • Medori D, Steeple D (2000). A Framework for Auditing and Enhancing performance
  • Measurement systems. International Journal of Operations & Production Management,
  • Vol.20 No.5,pp 520-33.
  • Meier J (1995). The importance of relationship managmaent in establishing successful inter
  • organizational system. Journal of strategic information system, vol.4,no,2,pp.135-148
  • Nabi LB (2003), Comparative Study of Organizational Dominance Models in Health and
  • Medical System of Selected Countries: Offering a Model for Iran, Iran University of Medical
  • Sciences, Tehran
  • Nabi LB (2004). Superior patterns in treatment and health “Tadbir training-scientific
  • magazine: 15th year, no.145
  • Neely A, Adams C (2002). "Perspectives on performance: The performance prism", Journal
  • of Cost Management.
  • Neely AD, Richards AH, Mills JF, Platts KW, Bourne MCS, Gregory M, Kennerley M
  • (2000). Performance Measurement system Design: Developing and Testing a process-based
  • Approach. International Journal of Operations & Production Management, Vol. 20 No.10,
  • pp1119-45.
  • Neely AD, Gregory M, Platts KW (1995). Performance Measurement system Design: a
  • literature Review and Research Agenda. International Journal of Operations & Production
  • Management, Vol.15 , No.4, pp 80-116.
  • O Dwyer M (2005), The evolving role of public relations in Ireland, European journal of
  • marketing, 39(7/8):809-820.
  • Parsa M (2009). Examining effective factors on fans of Iran league footballs: Iran sociology,
  • th course
  • Paulson SK(1985). A Paradigm for the Analysis of Interorganizational Networks, Social
  • Networks, 7: 105-126.
  • Pennings JM (1981). Strategically interdependent organizations, In PC Nystrom & Starbuck
  • WH (Ed.), Handbook of Organizational Design (Vol. 1). New York: Oxford University Press.
  • Rezaian A (1999). Analyzing and designing system, Semat publications, 4th printing, Tehran
  • Reed D (1999). Stakeholder management theory: a critical theory perspectives, Business
  • ethics quarterly, 9(3): 453-483.
  • Saboonchi R, Hadavi F, Mozafari S, Amir A (2009). Determining organizational structure of
  • state physical education organization, Movable sciences publications, 7th year, book 1, no.13,
  • page 144-137
  • Shirish S (2007). Evaluating sustainability practices in term of stackeholderssatisfactin, Int. j.
  • business governance and ethics, 3(1):59-79
  • Shilbury D (2000). Considering future sport delivery systems, Sport management review,
  • (2):199-221
  • Sotiriadou K, Shilbury D, Quick S (2008). The attraction, retention/ transition, and nurturing
  • process of sport development: Some Australian evidence", Journal of sport management, 22
  • (3): 247-272.
  • Sotiriadou (popi) K (2009). The Australian sport system and its stakeholders: development of
  • cooperative relationships, Sport in society, 12:7, 842-860.
  • Stanley A (1982). Critical interpretive research in organizational communication. Western
  • Journal of Communication (Includes Communication Reports), 46(2), 131-149
  • Stoldt G, Dittmore S, Branvold S (2006). Sport Public Relations: Managing Organizational
  • Communication, Human Kinetics Publishers, Champaign, Illinois.
  • Stary N )1999). What is clinical governance, center for primary care, university of Derby,
  • Starik M (1994). The Toronto conference:reflection on stakeholder theory: essay by mark
  • starik. Business and society, 33,89-95.
  • Sturdivant FD, Vernon-Wortzel H (1990). Business and society: A managerial approach (4th
  • ed.) Boston: Irwin.
  • Sturdivant FD (1979). Executives and activist: Test of stakeholder management. California
  • Management Review 22(Fall): 53–59.
  • Tavakoli M, Reza H, Seyed N (2005). Designing national pattern for quality promotion.
  • Tahmasebi F, Vazini T, Amir S, Sedgh P, Bahram HF (2011). Examining host point in Iran
  • football superior league, Olympic, 12,56
  • Tangen S (2004). "Professional practice performance Measurement: from philosophy to
  • practice", International Journal of Productivity and Performance Management,
  • Vol.53No.8,pp726-37.
  • Thorelli HB (1986). Networks: between markets and hierarchies, Strategic Management
  • Journal, v.7, p. 37–51.
  • Ulrich D, Barnet BJ (1984). Perspective in organization: resource dependence, efficiency, and
  • population, Academy of management review, p.9.
  • Viljoen J, Dann S (2003). Strategic management (4th ed). Frenchs forest: prentice hall.
  • Wartick S (1994). The Toronto conference: reflection on stakeholder theory: essay by Steve
  • Wartick. Business and society, 33: 110-117.
  • Yusefial S (2006). Assessing performance of logistics deputy of state universities of medical
  • sciences.
Toplam 163 adet kaynakça vardır.

Ayrıntılar

Bölüm Makaleler
Yazarlar

Seyed Mehdi Tayebı Bu kişi benim

Ghodratollah Bagherı Bu kişi benim

Hassan Zarei Matın Bu kişi benim

Gholamreza Jandaghı Bu kişi benim

Yayımlanma Tarihi 26 Mart 2016
Yayımlandığı Sayı Yıl 2016 Cilt 4 - Sayı 1

Kaynak Göster

APA Tayebı, S. M., Bagherı, G., Matın, H. Z., Jandaghı, G. (2016). Designing Appraisal Pattern for Performance of Superior League Football Teams by Emphasizing on Stakeholders’ Benefits. International Journal of Sport Culture and Science, 4(1), 84-107.
IntJSCS is published by International Science Culture and Sport Association (ISCSA).