مهرداد محرم زاده

The purpose of the research was to develop the strategic themes for sports sciences faculty of Isfahan Islamic Azad University. A mixed approach was used to collect and analyze data. The research tool consisted of an open questionnaire, interviews and strategic council meetings. Theoretical and snowball sampling methods were used to reach the theoretical saturation. For analyzing the collected data, a quantitative section of the strategic position and action assessment matrix and quantitative strategic planning matrix were used and in the qualitative section, a logical inductive method was used. The findings of the research showed that the faculty has four main objectives: maintaining the status quo in the pursuit of missions in accordance with the university's macro policies, developing and expanding processes and services in line with the capacities and needs of the sports community, making a better contribution to the goals and policies of the university and the college's strategic impact on provincial sports, while the college strategy approach was based on an aggressive position based on the status assessment matrix and strategic action.Hence, the brand's excellence in the college was chosen as one of the market leaders as a priority strategy in maintaining the status quo in the competitive market. Managers can use the presently-developed plan to highlight sports goals and provide conditions for achieving the intended outlook.

The aim of this research was to determine the relationship among transformational leadership style with organizational culture and organizational commitment. The population consists of 745 the employees of the Ministry of Youth and Sports of Iran. The sample size of 256 staffs was determined using stratified random sampling. In order to collect the needed data, three Transformational Leadership, Organizational Culture and Organizational Commitment Questionnaires were used. The validity of these questionnaires was confirmed by foreign and domestic researches. Cronbach's alpha reliability test of transformational leadership, organizational culture and organizational commitment were respectively 0.97, 0.97, and 0.92. In addition, data were analyzed using statistical tests such as descriptive statistics, Kolmogorov Smirnoff, Pearson correlation coefficients using SPSS Software. The findings of this study showed that there was a positive and significant relationship between transformational leadership and organizational culture (p≤0.01, r= 0.80). Besides, there was a positive and significant relationship between transformational leadership and organizational commitment (p≤0.01, r= 0.46), too. Likewise, there was a positive and significant relationship between organizational culture and organizational commitment (p≤0.01, r= 0.57). However, organizational culture is stronger predictor than transformational leadership for organizational commitment. Finally, in accordance with the responses of staffs of the Ministry of Youth and Sports, it can be said that if leaders create an organizational culture in which creativity and satisfaction were high as well as to taking advantage the organizational rewards and job good conditions, employees would be able to stimulate higher levels of organizational commitment.

Physical education schools play an important role in the physical and mental progress of students as well as having a great impact on the international success of the athletes. Therefore, the architecture and educational sport settings are of high importance. Hence, the present study was carried out with the aim of developing the educational and sport spaces of physical education schools. The current research is phenomenological based on a qualitative method. The research population consisted of academic faculty members of the art and architecture departments, sport management department; experts of constructing and equipping sport places; physical education school principals, teachers, and students. Fifteen participants were selected through a purposeful sampling. The Data collection tool was a semi-structured interview and for the final validation, the validity and reliability criteria were applied. Factors affecting the development of educational and sport places of physical education schools included 68 sub-themes classified under nine main themes: spatial diversity, space function improvement, linkage of the places, light-related factors, color-related factors, design standards, design enhancement, safety factors, and health factors. Therefore, it is essential for relevant managers to take into account the standards of construction and design of physical education schools.

Isomorphism is the process by which organizations become more similar to each other over time. The purpose of this study was to explore how previous research has examined this phenomenon in sports organizations. We used a semi-systematic approach to conduct the research. In conducting and reporting the review we followed the four stages that are outlined by Snyder (2019). A total of 126 articles underwent an abstract review process, from which 26 articles were extracted. Finally, 13 qualitative articles that related to the research objectives were reviewed. We conducted a content analysis of 13 articles on isomorphism in sport. The articles were published in a variety of academic journals between 1990 and 2023. 8 main themes are presented: Type of isomorphism, Mechanism of isomorphism, Consequences of Isomorphism in Sport Organizations, Function of Isomorphism, Strategies for response to pressure, institutional logics, Application of Isomorphism in Sports Organizations, Managing Isomorphism in Sport Organizations. Results showed isomorphism in sport organizations is driven by three primary mechanisms: coercive isomorphism, mimetic isomorphism, and normative isomorphism. In conclusion, isomorphism is a complex phenomenon that can have both positive and negative consequences for sport organizations. By understanding the mechanisms of isomorphism and carefully managing its effects, sport organizations can leverage its benefits while maintaining their strategic autonomy and fostering a culture of innovation and adaptation.