The Effects of Denison's Model of Organizational Culture on Customer Relationship Management (CRM): Case Study of Ministry of Sports and Youth in Iran

Document Type : Case Study

Authors

1 Assistant Professor, Department of Sport Management, Faculty of Physical Education & Sport Sciences, University of Tabriz, Tabriz, Iran

2 MA of Sport Management, University of Tabriz, Tabriz, Iran

3 PhD Student of Sport Marketing Management, University of Tabriz, Tabriz, Iran

Abstract

The term "Customer Relationship Management" occupied a major place in recent studies in the field of sport because of the important role it appears to play in business competitions. The purpose of this study was to analyze the effects of Denison's model of organizational culture on customer relationship management in ministryof sports and youth in Iran. Data on organizational culture, dimensions of organizational culture (involvement, consistency, adaptability, and mission) and customer relationship management were gathered through two questionnaires that have been distributed among the employees of the department. Data analysis was performed using SPSS and Amos software. The analysis of the findings revealed that involvement (β=0.54) and consistency (β=0.22) had the highest and the least impact on organizational culture, respectively. On the other hand, the positive and significant effect of moderating role of organizational culture on customer relationship management was 99%. Therefore, it was concluded that organizational culture improves the overall performance of an organization and customer relationship management can be helpful to organize the existing customers based on their priority to the organization. Based on the findings, it is suggested that officials and administrators of the sports and youth departments should give their employees freedom to accept and perform their responsibilities. They are also supposed to set up standards of desirable performance in the organization, pay attention to the coordination of activities, and accept mistakes and consider them as opportunities for learning and acquiring skills.  

Keywords

References

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International Journal of Management, Accounting and Economics
Volume 5, Issue 6
June 2018
Pages 461-472

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