Extended Abstract
Background and Purpose
The sports industry plays a pivotal role in economic growth and attracting a wide audience, making the provision of high-quality services in sports facilities essential. Among the key psychological resources influencing employee service behaviors is organizational pride, which can enhance the service climate—a work environment characterized by managerial support, teamwork, and a focus on customer satisfaction. Theories of organizational identity and self-determination suggest that feelings of belonging and competence increase employees' commitment and intrinsic motivation, thereby improving the quality of service interactions. Despite ample evidence in various service industries, few studies have simultaneously examined the effects of organizational pride, along with individual and organizational factors, on service climate in the context of sports management. This study therefore aimed to investigate the relationship between organizational pride and service climate, with the mediating roles of individual factors (self-efficacy, intrinsic motivation) and organizational factors (job satisfaction, organizational success) in sports halls in Ahvaz, Iran.
Methods
The present study employed a descriptive–correlational design and was applied in nature, with data collected in the field using questionnaires. The statistical population was defined at two levels. At the first level, all public and private indoor sports facilities in Ahvaz operating in at least one of the disciplines of swimming, futsal, volleyball, handball, or basketball in 2025 were identified. Of the 52 facilities identified, 50 were included in the study due to non-cooperation by some managers. These facilities were classified into five geographical zones: central, northern, western, eastern, and southern. At the second level, the population consisted of 640 service and administrative employees working in these facilities. The sample size was determined as 242 participants based on the Krejcie–Morgan table and was proportionally allocated according to the number of facilities in each zone. Sampling was conducted using a two-stage stratified random method: first, facilities within each stratum were randomly selected, followed by the random selection of employees within each selected facility. Measurement instruments included the Organizational Pride Questionnaire by Gouthier & Rhein (2011), Service Climate Questionnaire by Nwosu (2021), Organizational Factors Questionnaire by Walsh et al. (2009) and Bowling & Hammond (2008) with two dimensions (organizational success and job satisfaction), and the Individual Factors Questionnaire by Schwarzer et al. (1997) and Tierney et al. (1999) with two dimensions (self-efficacy and intrinsic motivation). All items were rated on a five-point Likert scale. Cronbach's alpha coefficients for organizational pride, service climate, organizational factors, and individual factors were 0.98, 0.75, 0.93, and 0.81, respectively. Data analysis was conducted using SPSS v.27 and PLS v.3. Descriptive statistics were used to analyze demographic characteristics (age, gender, education, contract type, work experience), and inferential statistics included Pearson correlation and structural equation modeling to test both direct and indirect hypotheses regarding the effects of organizational pride on service climate via the mediating variables.
Results
The descriptive analysis of the demographic characteristics of the study sample indicated that the largest age group was 31–40 years, comprising 45.5% of respondents. Regarding gender, the majority (65.3%) were male. In terms of education, the largest proportion (38.6%) held a bachelor's degree. Concerning employment type, most respondents (84.1%) were on contractual agreements, and regarding work experience, the majority (36.4%) had between 6 and 10 years of tenure. The findings showed that organizational pride was significantly associated with service climate (β = 0.227), individual factors (self-efficacy and intrinsic motivation; β = 0.644), and organizational factors (organizational success and job satisfaction; β = 0.653) among employees in Ahvaz sports facilities. Additionally, individual factors were significantly related to service climate (β = 0.325), and organizational factors were significantly related to service climate (β = 0.508). Mediation analysis indicated that both individual and organizational factors significantly mediated the relationship between organizational pride and service climate. Finally, no significant differences were found between male and female employees or between different types of employment contracts across any of the study variables (p > 0.05). Overall, these results suggest that individual and organizational factors play a critical role in shaping the service climate in sports facilities, whereas demographic variables such as gender and employment type do not have a significant impact on the study variables.
Conclusion
Organizational pride is a valuable psychological resource that, by enhancing both individual and organizational factors, plays a critical role in improving the service climate in sports halls. Employees who are proud of their organization are more likely to deliver high-quality services, engage positively with customers, and uphold organizational standards. This influence occurs both directly and indirectly via increased self-efficacy, intrinsic motivation, job satisfaction, and perceptions of organizational success. These findings, consistent with theories of organizational identity, self-determination, and psychological capital, emphasize the importance of fostering both psychological and organizational conditions to shape positive service behaviors. Managers should focus on creating a supportive environment, providing opportunities for personal growth, recognizing employee contributions, and reinforcing a positive organizational culture to enhance service climate, customer satisfaction, and long-term competitive advantage in the sports industry.

Article Message
The study offers a clear message for sports facility managers: strengthening organizational pride is key to improving service climate. Organizational pride not only elevates employees' positive perceptions of their organization but also boosts self-efficacy, intrinsic motivation, job satisfaction, and perceptions of organizational success, thereby enhancing customer-oriented behaviors and service quality. Achieving this requires creating an environment where employees feel a sense of belonging, competence, and value. Investment in personal development, fostering a culture of appreciation, and ensuring organizational support pave the way for a sustainable and positive service climate, ultimately leading to greater customer satisfaction and loyalty.
Ethical Considerations
This study followed the ethical standards of the Declaration of Helsinki. All participants were fully informed about the purpose and procedures of the study and provided informed consent prior to participation. Confidentiality, voluntary participation, and the right to withdraw at any stage were guaranteed; however, none chose to discontinue.
Conflict of Interest
The authors report there are no competing interests to declare.
Acknowledgments
We express our sincere gratitude to all the participants of this study, whose invaluable contributions and cooperation made it possible for us to successfully complete this research. Their willingness to participate and provide valuable insights has been instrumental in shaping the outcomes of this study. Without their support, this research would not have been possible, and we are truly grateful for their involvement.