Futures Analysis of Communicative Governance in Iranian Football Clubs within the Context of Evolving Communication Patterns

Document Type : Research Paper

Authors

1 PhD student, Department of Sports Management, Faculty of Physical Education and Sport Sciences, Kharazmi University, Tehran, Iran

2 Professor, Department of Sports Management, Faculty of Physical Education and Sport Sciences, Kharazmi University, Tehran, Iran

3 Assistant Professor, Department of Sports Management, Faculty of Physical Education and Sport Sciences, Kharazmi University, Tehran, Iran

10.30473/jsm.2026.74968.1993

Abstract

This study aims to conduct a structural analysis of the driving forces behind communicative governance in Iranian football clubs through a futures research approach. Given the profound transformations in digital media and the increasing complexity of communication within sports club structures, identifying influential variables and determining their strategic roles in communication policymaking is essential. This study is applied in purpose and qualitative–exploratory in method, employing thematic analysis and the MICMAC technique. The research population consisted of 16 experts in the fields of media, sports management, and club communication. In the first stage, through the analysis of semi-structured interview data, ten main drivers were identified, including “the penetration of new communication technologies,” “professionalization of public relations,” “the role of fan-based media,” and “brand identity integration.” Subsequently, using the cross-impact matrix, the position of each driver in terms of influence and dependence was determined. The results indicated that the two drivers—“penetration of new communication technologies” and “media transparency”—had the highest influence power and were classified as key drivers. Based on these findings, four future scenarios of communicative governance in Iranian football clubs were designed. These scenarios assist managers in adopting flexible strategies for foresight and organizational resilience in line with the level of technological readiness and communication capacity. This model can serve as a theoretical and practical framework for redesigning human resource and media policies in sports organizations.

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References

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History

  • Receive Date: 25 June 2025
  • Revise Date: 21 October 2025
  • Accept Date: 29 July 2026

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