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Showing 3 results for Omidi

Reza Mohammad Kazemi, Yavar Omidi,
Volume 1, Issue 2 (12-2011)

Innovation, creativity and change are the key elements and unavoidable factors in sport. The importance of this issue encourages us to study sport from the point of view of entrepreneurship. During the recent years, spreading the sport management and development of entrepreneurship have created a new frame work in sport in a way that a new approach has been appeared regarding sport management and entrepreneurship. For this reason this article aims to study the relationship between entrepreneurship and sport in order to spread and develop the theory of entrepreneurship in sport management.
Through studying the information gained in economics and sports marketing, we have been given the opportunity to identify the Innovations, proactiveness and risk taking in sport from which the dimensions of entrepreneurship has been out broke in this domain. Moreover, the current article implicitly points out the study related gap between entrepreneurship and sport management by introducing the different kinds of entrepreneurship existing in sport and sport management domains. Finally, suggestions are discussed for future studies.
Alireza Omidi, Fereydoon Tondnevis, Seyyed Amir Ahmad Mozafari,
Volume 2, Issue 4 (12-2012)

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).
Dr Alireza Omidi, Dr Somaieh Safari,
Volume 8, Issue 15 (8-2018)

The purpose of this study was to survey the impact of organizational citizenship behavior on the customer-oriented in sport facilities in Shahrekord. The research method was descriptive, correlational that the survey was carried out. The study population included all employees of public and private sports facilities were Shahrekord. Measuring instruments included OCB questionnaire Paul and Mngvk (2002) and Customer oriented questionnaire Hajjat(2002)were that After ensuring the validity and reliability approved by the Confirmatory factor analysis of the samples investigated were distributed. In order to determine causal relationships and modeling, structural equation modeling (SEM) was used. Based on the results of structural equation modeling, Citizenship behavior variable rate (0/34) a significantly positive effect on customer orientation. It was also observed that a significantly positive effect of OCB (0/21) on the customer's needs. While non-significant positive effect (0/13) on the customer's delight. Hence to encourage direct customer orientation the need knowledge of the requirements of the Customer and about the variable citizenship behavior by focusing on the behavior of consciousness, consciousness and altruism can expect that customer surface growth was better.

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