Investigating the Relationship between Organizational Innovation and Social and Psychological Capital in the Municipal Sports Organization

Social and psychological capital is one of the environmental factors that determine the level of adaptation and health of the society; mainly because social activities and mobility require more physical activity compared to activities that are socially isolated. Social capital is a set of existing norms in the social system that increases the level of cooperation among members of the group or society and also reduces the level of exchange and communication costs. In general, it can be said that trust, norms, and networks are the most important components of social capital. Reconstruction of organizations is done by harmonizing the goals with the current situation and modifying and improving the methods of achieving these goals. What is new in recent decades is the speed of amazing developments in various fields. What has become more apparent to organizations today than in the past is the necessity of predicting ways to meet the needs that may appear in the future due to possible changes, as a result, to predict the ways to meet the needs. To help, the organization must be able to institutionalize creativity and innovation; because it is with creativity that new ways are obtained and this discussion shows the importance of creativity and innovation in the organization. Sports and society have common value patterns and so-called behavioral configurations. The evolution and transformation of sports do not take place outside of society, but their development is achieved in close connection with the social environment in which the action takes place. Sports reflect the social relations of society. The reality of sports as a product of human action is related to cultural, social, and historical processes. Considering that social and psychological capital includes interpersonal relationships within groups and social networks that enable access to successes, opportunities, information, material resources, and social situations for people. And in the organizational dimension, the possibility that these relationships can be effective needs more investigation. Therefore, on the other hand, the innovation factor seeks to achieve a common goal, which is growth, development, and effectiveness. We can assume the point of intersection between these two variables. Also, considering that the Tehran Municipal Sports Organization, according to its mission, needs human resources with the approach of innovation and improving the atmosphere of individual and interpersonal working relationships in the organization, and considering the extent of the work environment of the Tehran Municipal Sports Organization, despite the presence of several employees Culturally, the researcher seeks to answer the question of whether there is a significant relationship between organizational innovation and social and psychological capital in the municipal sports organization.

The statistical population of this descriptive-correlation study included all the employees (managers and experts) of the sports organization of the city of Tehran, totaling 300 people, and the whole number sampling method was used for the number of the statistical sample. The organizational innovation questionnaire of Omid and colleagues (2002) and the social and psychological capital questionnaire of Putnam (2000) were used to collect data. Data analysis was done using Pearson's correlation test and multiple correlations from regression.

The findings showed that the variable of organizational innovation has a significant effect on social and psychological capital. The beta coefficient of 0.29 of organizational innovation means that for each unit change in the standard deviation of organizational innovation, there is a 0.29 unit change in social and psychological capital, and since the direction of this relationship is positive, the change is directly and it is of increasing type.

Today, sports organizations need to manage their human resources in a different way in order to meet and respond to these challenges and opportunities. It should be noted that human capital is the main focus of behavior and performance in the organization, and for this reason, in the last two decades, managers and educational researchers have always paid the most attention to it. Based on the findings of researchers and the experiences of managers, it is necessary to achieve stable human and intellectual capital by implementing an efficient human resource management system. On the other hand, human resources committed to the goals and values of the organization is not only a factor for the superiority of one organization over another, but it is also considered as a sustainable competitive advantage for many organizations. In this regard, the optimal use and utilization of human resources are within the scope of the duties of the organization's human resources managers, and the real investment in human capital and the implementation of human resources measures lead to an increase in organizational performance and productivity. The municipal sports organization is a local organization responsible for various and many tasks. One of the most important tasks of this organization is the development and promotion of sports in different parts. In this regard, this organization needs to have committed and expert human resources in addition to using new technology, using all facilities and equipment of the municipality, and using the capacities and abilities of the public and private sectors. Having one of the largest organizational and organizational structures in the field of sports, the municipal sports organization seeks to manage its diverse human resources by providing the necessary grounds, but the problem is that this organization has key uncertainties, and trends, He does not know the drivers and drivers affecting his system in the relevant field, and he has formulated strategic plans in the medium and long term. Thinkers consider today's world to be an organizational world, because, in the present era, people are connected with various organizations in every place they live and in everything they do, and organizations are a part of They form the daily life of all people. The general conclusion of the research is that human resources are considered the most valuable capital of any organization and are considered the center of development, and it is clear that the municipal sports organization in the path of growth and development needs detailed planning for this valuable capital. And because the municipal sports organization is always exposed to rapid changes in the environment, both the organization in question and human resources need to change, it is necessary to correctly respond to these changes by considering future developments, predicting the environment, and making effective decisions about the future. Therefore, flexibility and acquiring sufficient knowledge to respond to these uncertainties in sports organizations are more necessary than ever.