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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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It is widely recognized that the performance measurement of organizations should help them in their strategic decisions and in their capacity to evaluate their successes. This study uses the Competing Value Framework )CVF) for measurement the organizational effectiveness of four federations of basketball, handball, taekwondow and Weight lifting. Those federations were selected according to a goal oriented and non casual method that all of sport federation stakeholders (professional employee, president, and vice-president, secretary, coaches, national athletes and referees) selected as a sample (N=236) and 167 people participated in research (70 0/0). Self-management OE questionnaire in sport conducted according to survey of literature and using exploratory factor analysis in study showed the 62 questions that evaluate four quadrant and eight sub factors of human relations model (Flexibility, Resources) Internal process model (organizational interaction, Stability) open systems model(worked force cohesion, worked force expert) and rational-goal model (Planning, Productivity), according the CVF.  Result showed that between four quadrants of effectiveness in sport federations, rational goal model (Planning, Productivity) has a most important quadrant. Descriptive result of eight factor of effectiveness in CVF showed that factors of flexibility, planning, organizational interaction and human resource cohesion basketball, in factor of resource, productivity and human resource expert the tekvandow and in a stability factor Weight lifting has a good state in comparison of other federations.

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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 to investigate the relationship among servant leadership, team effectiveness, and team performance of the Iranian men's volleyball pro-league teams. Descriptive co-relational used as a research design. The statistical sample included players (n=173) and assistant coaches (n=66) from 15 teams. The data collected were gathered using two instruments: (a) The Organizational Leadership Assessment for Sports Teams that adjusted by researcher from The Organizational Leadership Assessment (Laub, 1999), (b) Team Excellence Survey (Larson & LaFasto, 1989). By conducting a confirmatory factor analysis (CFA), all agent factors of two instruments were identified. Pearson, and Spearman correlation, t-test, simple, and multiple regressions were used for data analyzing. The results showed that players' perceptions of servant leadership were moderate and assistant coaches' perceptions of servant leadership were excellent. There was a statistically significant and positive correlation among servant leadership, team effectiveness, and team performance. In addition, servant leadership was a significant predictor for team effectiveness and team performance. The results of this study supported the application of servant leadership in professional sports.

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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.

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In scientific marketing models, attention is the main step in the effectiveness of advertising. That's why, competition over attention to advertisement has been of prime importance for the sponsors and marketers. However, sport marketing research has not yet been able to gain a proper understanding of the factors that influence the viewer's attention to advertising while watching a sport event. Different methods of data collection and using different evaluation tools can also help managers and sponsors make the right decisions. This semi-experimental research has compared the methods of evaluating TV viewers' attention to advertising through sport. For this purpose, 60 targeted sampling in the form of two groups of women (n = 30) and men (n = 30) watched the football match between Esteghlal and Persepolis in a laboratory site. While samples were watching the football match, meantime designed advertisements were presented too, the viewer's eye information was stored by the eye tracker in the form of fixation and duration. In addition, at the end of the test, the participants' attention to advertising was evaluated using an attention questionnaire. Analysis of the findings showed that in evaluation of the viewer's attention to advertising by questionnaire; there is no difference between males and females. But in both of Eye Tracking variables, females paid more attention to advertising than males. Also, the correlation between the results of the questionnaire and the Eye Tracker was not significant. Finally, in order to achieve new results and to develop the advertising industry, as well as identifying the factors affecting the effectiveness of advertising, it is better to use neuromarketing tools as a complement to other methods of data collection (questionnaire, interview, observation).