Organizational Culture

The purpose of the present study was to investigate the mediating role of professional ethics in the relationship of the organizational culture with social responsibility and the organizational commitment in sports organizations. 201 staff of sport and youth departments in Esfahan province completed the research questionnaires through stratified random sampling approach according to geographical distribution. For data analysis, structural equation modeling by Lisrel software was used. Results showed that organizational culture has a positive and significant effect on organizational commitment, by coefficient of 0.36, indirectly according to professional ethics mediator variable and on social responsibility by coefficient of 0.37. According to the research findings the mediator role of professional ethics variable as well as the research conceptual model was confirmed. 

The present study aimed to provide a model of organizational culture types affecting the perceived organizational performance according to the role of organizational learning has been done. The statistical population of this study includes the employees of the Kohgiluyeh and Boyer-Ahmad Agricultural Jihad Organization. The present study is practical in terms of nature and purpose, in identifying the types of organizational culture of qualitative research, and in identifying the relationships between variables in terms of research method. The statistical population in the fuzzy Delphi method was 15 experts who were sampled by a purposeful judgmental method. At the structural equation modeling, 220 employees were sampled by a simple random method. In order to collect the data, questionnaires were designed in the form of a fuzzy Delphi method and the Likert spectrum. The software used in this study is Smart PLS (version 3), SPSS (version 25), and Excel (version 2016). With the fuzzy Delphi method, between 23 dimensions identified from the literature, 14 were approved by experts. The results of the PLS method indicate that all hypotheses except the effect of the adhocracy culture, development culture, and employees supporting change according to the role of organizational learning on perceived organizational performance were confirmed. The results showed that the leadership component has the highest effect on organizational learning according to the role of organizational learning with a beta of %0.594.

The aim of the present research was to study the impact of organizational culture on entrepreneurial orientation given the mediating role of knowledge management. The statistical population consisted of the employees of district 1 and 2 municipalities of Qazvin who were about 200 in number, of whom 130 people were selected based on stratified random sampling method and Cochran formula. Data analysis was done using structural equation modeling with the help of LISREL 8.8 software and Smart PLS 2 in two parts: measurement model and structural part. In the former, technical characteristics of questionnaire were evaluated and the necessary amendments were made; and in the second part, the coefficients of structural model were used to test the hypothesis of the research. The results indicate a significant and positive impact on the entrepreneurial orientation of organizational culture and knowledge management on the one hand and on the other hand a significant impact on the relationship between the two of the mediator of knowledge management.

The effects happiness has in the work environment for increasing the effectiveness and efficiency of the employees necessitate the studying and investigating of the concept of happiness in various organizations. Therefore, the current study tries to propose and explain a happiness model in the organization based on national culture. This study has been carried out using a combinatory method and in two sections; namely, the qualitative and the quantitative parts. In the qualitative section, we interviewed experts and university specialists, selected using targeted sampling method, to carry out the identification and classification. In the quantitative section of the study, we utilized the descriptive-survey method and the data gathering tool made by the researcher to elicit the views and opinions of 383 employees of Tehran Municipality, which had been selected using simple random sampling method. Then, we used Pearson’s correlation coefficient and confirmatory factor analysis to analyze the obtained data. The findings show that physical, psychological, spiritual, and social components are among the personal aspects of happiness based on national culture and components such as coherence and sociability are among the organizational aspects of happiness based on national culture.

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.

The presence of a suitable organization in the organization can improve performance and effectiveness, and as a result, increase the efficiency of organizations. Among the indicators that the organizational culture has an organizational effect according to its characteristics. This study was conducted with the aim of the effect of organizational culture on the organizational effectiveness of administrative staff with the mediation of organizational creativity in the employees of the education. The research method was correlational. The sample population was 172 employees based on Singh and Moscow's sample size determination table. data collect, Dennison's Organizational Culture Questionnaire (2000), Parsons (2005) Organizational Effectiveness Questionnaire (AGIL) and Dorabjee, Lumley, and Cartwright (1998) Organizational Creativity Questionnaire were used. The reliability of the questionnaires was obtained using Cronbach's test as 0.88, 0.90 and 0.89 respectively. The data were analyzed using SPSS25 and Lisrel8.8 software by structural equation modeling method. The findings of the research showed that organizational culture has a positive and significant effect on organizational creativity. Organizational creativity does not affect organizational effectiveness. Also, organizational culture has a positive and significant effect on the organizational effectiveness of office employees through the mediating role of organizational creativity. It is suggested that managers increase the level of organizational creativity in themselves and the organization by rediscovering and recognizing the organizational culture and using its strengths. They can accelerate this by providing continuous and diverse training and using different methods in order to increase the level of knowledge and improve job skills.