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The purpose of this study was to survey the relationship between organizational culture with knowledge management effectiveness and organizational effectiveness among selected sport organizations of Iran. For this purpose, 169 administrators and 209 experts have been selected using random sampling. The study scales consisted of Denison’s Organizational Culture Questionnaire (2007), Gold’s Knowledge Management Effectiveness Questionnaire (2001) and Chin’s Organizational Effectiveness Questionnaire (2004). To determine the face and content validity were used from panel of experts, construct validity (exploratory and confirmatory factor analysis) and reliability (alpha cronbach. Equation Modeling (SEM) was used to determine causal relationships and present of model. Results showed that organizational culture has a significant positive direct effective on KM effectiveness (P= 0/66). KM effectiveness has a significant positive direct effective on organizational effectiveness (P= 0/41) and organizational culture has a significant positive direct effective on organizational effectiveness (P=0/55) and finally organizational culture has a significant indirect effect on organizational effectiveness (P=0/31).

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The purpose of this study was to determine the efficiency of provincial administrations of the ministry of sport & youth by using non-parametric Data Envelopment Analysis. Inputs and outputs of the research were selected by the expert’s choice. Inputs for provincial sport administrations included staff, budget and sport facility capitation (percapita). Outputs for provincial sport administrations were included sports for all, championship sports, sport instructions, make new sport facility, sport events and active sport associations. Then the checklists were sent to the administrations. 28 administrations from 30 provinces completed the checklists. Data were analyzed by using DEA Solver software. Output oriented CCR and BCC models in Data Envelopement Analysis were used. Results showed that in 2008, 16 (%57) provincial sport administrations were globally efficient. In 2009, 17(%60) and in 2010, 15 (%53) of administrations were globally efficient. Also the results showed that the scale inefficiency was the most important resource of administrations’s inefficiency. It is essensial for administrations to use optimal level of resourses to prevent scale inefficiency.

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The purpose of this study was to investigate the relationship between power bases of sport federations' president (PBSP-other) with employees effectiveness. Population of this study was employees included of experts, federation committee chiefs and vise chiefs federation committee, n=288 that completed (POSP-other) questionnaire and employees Effectiveness. PBSP–other questionnaire (with 15 questions) and the items of employees effectiveness questionnaire consisted  20 questions includes: Job satisfaction 6 questions, job stress 6 questions, job performance 4 questions and intend to stay 4 questions. After translation process  and confirmation, with commentary of experts, face and content validity of the questionnaire were performed using confirmatory and construct validity factor analysis. Reliability of each scale was tested: POSP_other Cronbach's alpha =0/95 and employees effectiveness Cronbach's alpha=.81. Pearson correlation coefficient and hierarchical multiple regression analyses were performed on data from employees. The results indicated POSP_other were: legitment, refrent, expert, reward and punishment respectively and significant relationship were found between PBSP-other and employees effectiveness, r=0/35. Hierarchical multiple regression analyses revealed that amoung power bases, referent power was better predictor for employees effectiveness.

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The purpose of this study was relationship between employee's readiness and effectiveness of sport federations. Population in this study were employees included of expertise , federation committee chiefs and vise chiefs federations committee , n=288 that were completed ( Employee- Readiness questionnaire and employees Effectiveness  questionnaire .Reliability of each scale was tested : Employee readiness Cronbach's alpha =0/80 and  employees effectiveness Cronbach's alpha=0/75 . Pearson correlation coefficient and hierarchical multiple regression analyses were performed on data from employees. The results indicated employee readiness was relatively high level. Willingness readiness was slightly higher than ability. There was a positive correlation between employee readiness components (willingness and ability) and employee effectiveness components (job performance, Job satisfaction, job stress, intend to stay) r=0/24. There was a positive correlation between employee's willingness and ability with job performance and Job satisfaction p<0/01 and no was correlation with job stress and intent to stay. Hierarchical multiple regression analyses revealed that employee ability was better predictor for employees job performance and employee willingness was better predictor for employees job satisfaction. The general conclusion from this study showed that there is a positive relationship between  employees ‘readiness with effectiveness and readiness from components, ability with job performance and  willingness  with job satisfaction  have relationship.