Causal Conditions

INTRODUCTION: Nowadays, government officials seek ways to monitor, control, and manage events and crises due to the concerns of the general public and social media as informative tools. Regarding this, the present study aims to identify and analyze the factors affecting the crisis incidence in Iranian stadiums. METHODS: The present interpretive qualitative research was performed based on a grounded theory method and latent content analysis technique. The data were collected by the implementation of in-depth interviews with 19 people consisting of the Ministry of Sports and Youth experts and executives, sports management professors, and crisis management specialists. The participants were selected using non-probability and snowball sampling techniques. The interviews were continued until reaching theoretical saturation regarding the research questions and objectives. The gathered data, in form of audio recording and text, were analyzed by MAXQDA software (version 18). FINDINGS: The interview data were analyzed based on open and process coding. Afterward, the researcher categorized the identified factors into causal, contextual, and intervening conditions. In this regard, the causal factors consisted of the following items: 1) nature of crisis, 2) technical and specialized factors, 3) infrastructure and equipment, and 4) environmental and equipment hazards. With respect to the contextual factors, they included: 1) human resources, 2) nature of sporting events, 3) security factors, 4) vandalism, 5) welfare facilities, and 5) management factors. Finally, the intervening factors were found to entail: 1) stadium atmosphere, 2) political and social crises, and 3) information and communications technology. CONCLUSION: According to the obtained results, the officials are recommended to consider the paradigmatic model of factors leading to crisis management in stadiums in the crisis management programs adopted for sports venues, especially large stadiums. The consideration of the factors constituting the given model can lead to the improvement of crisis management in the country's sports venues.

INTRODUCTION The phenomenon of organizational insentience has been one of the main challenges in recent years and refers to a situation in which the employees of an organization have become indifferent to their organizational environment. The current research was conducted to investigate the causes and contexts of the formation of organizational insentience in the Red Crescent Society of Tehran province, Iran. METHODS: This applied study was conducted based on the descriptive-correlation method of data collection. The statistical population of this research included all the managers of Red Crescent Society in Tehran province in 2021. The samples (n=90) were selected using Cochran's statistical formula and stratified random sampling. The required data were collected using a researcher made organizational insentience questionnaire. The validity and reliability of the questionnaire were checked and confirmed. The collected data were analyzed in Smart PLS software using structural equation modeling with partial least squares approach. FINDINGS: The results of the research showed that causal conditions had a direct, positive, and significant effect on the central category with a standard beta coefficient of 0.725, t=17.625, and P=0.001 at the level of one percent error. Moreover, contextual conditions with a beta coefficient of 0.410, t=3.107, and P=0.002 had a direct, positive, and significant effect on the category of strategies at the level of one percent error. Intervening conditions had a direct, positive, and significant effect on strategies at the level of one percent error (standard beta coefficient=0.221, t=3.008, and P=0.003). The central category had a direct, positive, and significant effect on the strategy category with a beta coefficient of 0.334, t=2.282, and P=0.023 at the five percent error level. Based on the results, at one percent error level, the strategies presented in the research had a direct, positive, and significant effect on the outcomes (standard beta coefficient=0.347, t=3.769, and P=0.000). In total, the results showed the existence of organizational insentience in the Red Crescent Society of Tehran province, which can be reduced by applying appropriate methods. CONCLUSION: According to the findings, by reducing the sense of meaninglessness, double standards, eliminating organizational discrimination, applying appropriate procedures in strategies and their implementation, paying attention to the structural dimensions of the Red Crescent Society in Tehran province, and implementing meritocracy management, it would be possible to increase organizational social capital, the level of interest, commitment, and responsibility of employees towards the Society and work, organizational independence, organizational justice, the atmosphere of trust, and supportive behaviors from the Society and employees. By adopting these measures, a step would be taken toward preventing the formation of organizational insentience in the Red Crescent Society of Tehran province.