Sport Management Studies

Modeling the effect of person-organization fit, transformational leadership and knowledge sharing on innovative behavior in sport organizations of Iran

Document Type : Research Paper

Authors

Mohsen Mehrabi Darehyadegari 1
Ebrahim Alidoust Ghahfaraki 2
Fariba Askarian 3
Amin Dehghan Ghahfarokhi 4

1 PhD of Sport Management, Faculty of Sport Sciences and Health, University of Tehran, Tehran, Iran

2 Professor of Sport Management, Faculty of Sport Sciences and Health, University of Tehran, Tehran, Iran

3 Professor of Sports Management, Faculty of Sport Sciences and Health, University of Tehran, Tehran, Iran

4 Associate Professor of Sport Management, Faculty of Sport Sciences and Health, University of Tehran, Tehran, Iran

https://doi.org/10.22089/smrj.2024.15381.3917
Abstract
Background and Purpose
In today’s rapidly evolving and highly competitive environment, organizations must continuously adapt and innovate to survive and thrive. Traditional fixed work methods and procedures are no longer sufficient; organizations are compelled to adopt new approaches to foster fundamental changes that drive growth and development. Despite significant investments in innovation, many organizations fail to achieve their desired outcomes because they look for innovation externally rather than cultivating it internally. Innovation fundamentally begins within the organization through employees who exhibit innovative work behaviors—those who go beyond standard job requirements to generate new ideas, processes, or products.
Sports organizations are no exception. Like other sectors, they face rapid environmental changes that necessitate organizational transformation and development. To address these challenges and improve performance, sports organizations must leverage the innovative behaviors of their employees. Such innovation can lead to new ways of working, enhanced problem-solving capabilities, and sustained organizational growth. Several factors influence innovative behavior within organizations, including individual, managerial, and organizational dimensions. Among these, person-organization fit, transformational leadership, and knowledge sharing behavior are particularly significant. Person-organization fit refers to the congruence between employees’ values, beliefs, and behaviors and those of the organization, which can foster commitment and motivation to innovate. Transformational leadership involves leaders inspiring and motivating employees to transcend self-interest for the sake of organizational goals, thereby promoting creativity and innovation. Knowledge sharing behavior facilitates the exchange of information and expertise, which is essential for generating and implementing innovative ideas. Given the importance of these factors, the present research aims to investigate the effects of person-organization fit, transformational leadership, and knowledge sharing on innovative behavior within sports organizations. Understanding these relationships can provide valuable insights for sports managers and policymakers seeking to enhance innovation and competitiveness in the sports sector.
 
Methods
This study employed a descriptive-survey research design, with an applied purpose aimed at practical implications. The statistical population consisted of all employees working within the Ministry of Sports and Youth, the National Olympic Committee, and various sports federations across Iran. A total of 512 employees participated in the survey. Data collection utilized standardized and modified questionnaires to measure the key variables. The person-organization fit was assessed using a combined and adapted questionnaire based on Cable and DeRue (2002) and Scroggins (2003). Transformational leadership was measured using the Multifactor Leadership Questionnaire developed by Avolio and Bass (2004). Knowledge sharing behavior was evaluated through the instrument designed by Mura et al. (2013), and innovative behavior was assessed using a modified version of the questionnaire developed by Janssen (2000). Content validity of the questionnaires was confirmed through expert review by professors specializing in sports management. Data analysis was conducted using SPSS version 24 for descriptive statistics and SmartPLS 3.2.8 software for Partial Least Squares Structural Equation Modeling (PLS-SEM) to examine the relationships among variables.
 
Results
The findings reveal several significant relationships among the studied variables. Person-organization fit exhibited a strong positive direct relationship with innovative behavior (β = 0.386, t = 8.47, p < 0.001) and with knowledge sharing behavior (β = 0.317, t = 5.18, p < 0.001). This indicates that employees whose values and beliefs align with those of their organization are more likely to engage in knowledge sharing and demonstrate innovative behaviors. Transformational leadership also showed a positive and significant direct effect on innovative behavior (β = 0.115, t = 2.32, p = 0.020) and knowledge sharing (β = 0.123, t = 2.22, p = 0.026). Leaders who inspire, motivate, and intellectually stimulate their employees foster an environment conducive to innovation and collaboration. Moreover, knowledge sharing behavior itself was positively associated with innovative behavior (β = 0.283, t = 7.66, p < 0.001), highlighting the critical role of information exchange and collaborative learning in promoting innovation. The mediating role of knowledge sharing was also confirmed. It partially mediated the relationship between person-organization fit and innovative behavior (β = 0.090, t = 3.93, p < 0.001), as well as between transformational leadership and innovative behavior (β = 0.035, t = 2.22, p = 0.026). This suggests that knowledge sharing is a key mechanism through which organizational fit and leadership styles influence innovation.
 
 
Conclusion
The results of this study underscore the potential within sports organizations to enhance employees’ innovative behavior by fostering transformational leadership, encouraging knowledge sharing, and creating a supportive organizational atmosphere characterized by a strong person-organization fit. Sports managers and policymakers should focus on cultivating a common organizational culture and providing a conducive working environment that nurtures innovation. Among the factors examined, person-organization fit emerged as the most influential, followed by knowledge sharing and transformational leadership. This hierarchy suggests that aligning employees’ values with organizational goals is foundational for innovation, while leadership style and collaborative behaviors further enhance this effect. To maximize innovative outcomes, sports organizations should prioritize recruitment and retention strategies that emphasize cultural fit, invest in leadership development programs that promote transformational behaviors, and establish systems and practices that facilitate effective knowledge sharing. In summary, this research provides empirical evidence and practical guidance for enhancing innovation in sports organizations, which is essential for adapting to dynamic environmental changes and achieving sustainable growth.
  
Article message
Attending to person-organization fit and transformational leadership can lead to beneficial outcomes, including knowledge sharing and innovative behavior, which requires the attention of managers and policymakers of the country's major sports organizations.
Ethical Considerations
This research was conducted in compliance with ethical principles and with the consent of all participants and maintaining the confidentiality of their information.
Authors’ Contributions
Mohsen Mehrabi Darehyadegari: Conceptualization, data collection, data analysis, literature review, manuscript writing and responsible for funding
Other authors: Project manager, review and editing
Conflict of Interest
The authors have no conflict of interest in publishing this article.
 
Acknowledgments
The authors sincerely thank all participants for their valuable contributions to this research.

Keywords

Sharing Mistakes
Sharing Best Practices
Supplementary Fit
Complementary Fit
Sport Organization
Innovative Behavior

Subjects

 
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Sport Management Studies
Volume 17, Issue 94
January and February 2026
Pages 83-110

  • Receive Date 07 August 2023
  • Revise Date 30 July 2024
  • Accept Date 21 August 2024

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