Tue, May 19, 2026
[Archive]
1- Ph.D. student, Department of Movement Behavior and Sports Management, Faculty of Sports Sciences, Urmia University, Urmia, Iran , a.amernaji@urmia.ac.ir
2- Department of Movement Behavior and Sports Management, Faculty of Sports Sciences, Urmia University, Urmia, Iran
2- Department of Movement Behavior and Sports Management, Faculty of Sports Sciences, Urmia University, Urmia, Iran
Abstract: (22 Views)
Introduction: Understanding value co-creation in sports clubs is essential for developing effective strategies that address the needs and expectations of fans and stakeholders. The present study aimed to analyze the relationship between shared leadership and value co-creation through resource integration and learning agility, while considering the moderating role of ethical behavior.
Material and Methods: This research employed a descriptive–correlational design. The statistical population consisted of managers and staff members of sports clubs in Iraq, from which 419 individuals were selected as a sample using stratified sampling. A standardized questionnaire was used as the research instrument. Structural equation modeling was applied for data analysis, utilizing SPSS18 and Mplus7.
Results: The results indicated that shared leadership had a significant effect on resource integration and learning agility. The study further demonstrated that resource integration and learning agility significantly influenced value co-creation. Additionally, resource integration and learning agility mediated the relationship between shared leadership and value co-creation. Finally, the study highlighted that ethical behavior moderated the relationship between resource integration and value co-creation.
Conclusion: The findings revealed that shared leadership plays a pivotal role in enhancing value co-creation among stakeholders by influencing resource integration and learning agility—an effect that is particularly pronounced among individuals exhibiting higher levels of ethical behavior.
Material and Methods: This research employed a descriptive–correlational design. The statistical population consisted of managers and staff members of sports clubs in Iraq, from which 419 individuals were selected as a sample using stratified sampling. A standardized questionnaire was used as the research instrument. Structural equation modeling was applied for data analysis, utilizing SPSS18 and Mplus7.
Results: The results indicated that shared leadership had a significant effect on resource integration and learning agility. The study further demonstrated that resource integration and learning agility significantly influenced value co-creation. Additionally, resource integration and learning agility mediated the relationship between shared leadership and value co-creation. Finally, the study highlighted that ethical behavior moderated the relationship between resource integration and value co-creation.
Conclusion: The findings revealed that shared leadership plays a pivotal role in enhancing value co-creation among stakeholders by influencing resource integration and learning agility—an effect that is particularly pronounced among individuals exhibiting higher levels of ethical behavior.
Keywords: Value Co-creation, Shared Leadership, Learning Agility, Resource Integration, Ethical Behavior
Send email to the article author
| Rights and permissions | |
 |
This work is licensed under a Creative Commons Attribution 4.0 International License. |
© 2026 CC BY 4.0 | International Journal of Ethics and Society
This work is licensed under a Creative Commons Attribution 4.0 International License.
Designed & Developed by : Yektaweb