This research aims to develop an indigenous model for professional club management in Iranian women's volleyball. From a paradigm perspective, the current study was postmodern, employing a qualitative approach based on the grounded theory of Strauss and Corbin (1990). Data were collected through semi-structured interviews with 22 experts in sports management and women's volleyball. The data were analyzed using MAXQDA 2022 software through three stages: open, axial, and selective coding. Data analysis led to the extraction of 303 initial codes, 40 selective codes, and 83 axial codes. The findings indicated that the indigenization of club management is a multidimensional phenomenon shaped by the interplay of causal, contextual, and intervening factors. Causal factors included infrastructural weaknesses, cultural and social limitations, a lack of economic support, managerial disharmony, and legal issues. Contextual conditions referred to family support, cities' economic capacity, sports infrastructure, media environment, and local policies. Intervening conditions comprised cultural developments, political influence, and economic power, which played a moderating role in the indigenization process. Proposed strategies were categorized into four dimensions: cultural (reforming societal attitudes towards women's sports), economic (attracting local sponsors and enhancing revenue generation), sporting (talent identification and training indigenous coaches), and managerial (establishing a professional system and sustainable legal frameworks). The outcomes of indigenization included increased participation and social vitality for women, economic sustainability of clubs, enhanced athletic performance, strengthened professional management, and improved media image of women's sports. The final conceptual model demonstrated that achieving indigenization requires synergy among culture, economy, politics, and media to realize the sustainable development of Iranian women's volleyball.