Modeling the Effect of Organizational Culture and Organizational Justice on Organizational Effectiveness in Sport Federations

The aim of this study was to investigate the effect of organizational culture and organizational justice on organizational effectiveness in sport federations. For this purpose, Cameron and Quinn Organizational Culture (1999), Kim and Lung (2007) Organizational Justice, and Hsu (2002) Organizational Effectiveness questionnaires were used. Statistical population consisted of experts of sport federations and 227 subjects were selected as the sample. For data analysis and identification of the effects of research variables, Structural Equation Modeling was used with Smart PLS software. Findings showed that the effect of organizational culture (=β0.52, t=12.50) and organizational justice (=β0.42, t=9.72) on organizational effectiveness was positive and significant. The results showed that these two variables totally explained the 0.76% of variations of organizational effectiveness. According to the results of the study, it is suggested that sport federations should design an effective and desirable organizational culture model by analyzing the current situation and identifying the dominated level of organizational culture, and form the basis for the achievement of the organizational goals and having an effective organization by a focus on justice and equity in organizational procedures and processes such as wages, compensation, job promotion and a fair treatment with employees.