The Function of Organizational Culture on Anomie and Inertia of Sports Organizations with the Role of the Mediating Variable of Faith Ethics

Introduction

Contemporary societies are often described as organizational worlds, where individuals engage with various organizations in almost every aspect of their lives (Nilsson, 2017). These organizations provide the structural frameworks through which social, economic, and cultural activities are coordinated, shaping individuals’ experiences and opportunities. They operate under a set of formal rules and informal norms that regulate interactions among employees, fostering order, predictability, and balance within the organizational environment (Sefid Chian et al., 2018). Sports organizations, in particular, hold a unique position as institutions established to address diverse societal needs, ranging from promoting physical health and well-being to fostering social inclusion and community development (Inoue et al., 2022). Like other organizations, sports entities adhere to universal principles and values, focusing primarily on serving the human element and delivering optimal services tailored to their stakeholders (Ghasemi Siyani & Doosti, 2014). Their roles extend beyond operational functions, significantly contributing to social cohesion, identity formation, and the enhancement of collective well-being. In this context, understanding the organizational culture that governs such institutions is essential to ensuring their effective functioning and long-term sustainability.

Organizations, as social entities, are vulnerable to disorder, normlessness, and turmoil, collectively referred to as organizational anomie (Spada et al., 2006). Such conditions typically emerge from weak normative governance, conflicting norms, and the development of normless zones, resulting in inadequate adherence to ethical and organizational rules and ineffective guidance of employee behavior (Abbaszadeh et al., 2012). Organizational anomie is often intensified under adverse circumstances, where cooperative attitudes among members give way to self-serving behaviors (Martin et al., 2009). The consequences are far-reaching and include high employee turnover, low morale, and increased tendencies toward corrupt practices, all of which contribute to organizational decline (Zoghbi Manrique & Espino Rodríguez, 2007). Fandino et al. (2015) emphasize that organizational anomie is a critical factor capable of disrupting all organizational initiatives. This phenomenon can be either transient or permanent: transient anomie occurs during transitional periods, such as mergers or downsizing, leading to deviations from established norms due to the loss of familiar reference points, while permanent anomie arises when employees fail to achieve personal aspirations or when such achievements depend on membership in specific groups (Parales-Quenza, 2008). As a result, the mechanisms that promote social cohesion weaken, creating a gap between formal and actual norms. This dissonance often triggers personal adjustment challenges, manifesting as feelings of disorientation, insecurity, marginalization, and unrealistic expectations, thereby undermining the legitimacy of previously accepted core values (Atteslander, 2007).

Conversely, organizations require employees who are responsive to environmental challenges and who actively contribute to organizational development through their ideas and suggestions to ensure long-term survival. However, employees may sometimes resist organizational change. In the absence of a strong commitment to change, innovation, and transformation, organizations risk becoming stagnant and incapable of adapting. This phenomenon, referred to as organizational inertia, reflects a resistance to change that impedes organizational movement and progress. Drawing from the principle of inertia in physics—which posits that objects at rest tend to remain at rest, and objects in motion continue in uniform motion unless acted upon by an external force (Liao et al., 2008). Organizational inertia similarly acts as a barrier to innovation. It can stifle employee creativity and initiative, particularly when constructive feedback and suggestions are consistently disregarded. When employees recognized as strategic assets resist change, organizations face a serious threat of falling behind in rapidly evolving environments (Attri et al., 2013). Faridi Zingir et al. (2020) found that employee empowerment serves as a powerful counterforce to organizational inertia. Therefore, managers in sports organizations should prioritize strategies that empower employees to help reduce inertia and enhance adaptability. Sepahvand et al. (2017) identified several underlying causes of organizational inertia, including fear of change, conservative attitudes, perceived threats to job security, stress and anxiety, limited understanding of environmental dynamics, cognitive rigidity, psychological defense mechanisms, and a general lack of awareness regarding the need for change.

Flexibility offers numerous advantages, and more adaptable organizations tend to be more efficient. Organizational inertia, by contrast, manifests in various detrimental forms, including the suppression of valuable information, rigid rules, and excessive organizational commitment (Boyer & Robert, 2006; Dew et al., 2006). Inflexible organizations and individuals are unable to adjust to dynamic environments, leading to personal stagnation and, ultimately, organizational inertia (Hirschmann, 2021). Several studies have explored this phenomenon. For instance, Tamartash et al. (2021), in a study at University of Tehran, identified a significant positive correlation between organizational inertia and both organizational laziness and anomie. Key drivers of inertia include decision-making inefficiencies, managerial rigidity, organizational culture, and employee perceptions (Majid et al., 2011). Seyed Naghavi et al. (2021) further noted that conflicting commitments often replace an individual's commitment to change, reinforcing inertia.

One potential approach to countering organizational inertia lies in fostering ethical frameworks that encourage internal motivation for change. In this regard, faith-based ethics offers a compelling foundation. Faith-based ethics refers to a moral framework shaped by religious beliefs, guiding individuals toward alignment with a higher truth. Belief in a divine presence fosters humility, accountability, and moral consistency, which can counteract complacency and passive resistance to change (Tajbakhsh, 2014). As the core of religious devotion, faith-based ethics permeates cognitive, emotional, and behavioral dimensions—cultivating sound beliefs, promoting psychological security, and guiding consistent ethical behavior (Kheiri & Qorbani, 2018). In organizational contexts, such an ethical grounding may enhance employees’ intrinsic motivation, reduce conflicting commitments, and promote a culture more open to learning and transformation. Jaberi et al. (2023) confirmed the effect of faith-based ethics on mental health factors in their study. Spirituality offers a comprehensive framework of meaning that serves as a cornerstone for order. It acts as a buffer against emotional stress and has emerged as a focal point for management and organizational scholars. Consequently, many researchers perceive spirituality as a sustainable resource for organizations, capable of providing support during turbulent times. Sepahvand et al. (2020) demonstrated in their study that organizational spirituality is positively correlated with work ethics and negatively correlated with organizational anomie, with work ethics acting as a mediator. Similarly, Khodaparast et al. (2022) found that faith-based ethics can be considered the foundation of sports ethics, providing a means to address ethical challenges in sports.

Moreover, the influence of organizational culture, as a shared set of beliefs and values, on the behavior and thoughts of organizational members is well-established in management studies. Organizational culture can either serve as a catalyst for organizational growth and dynamism or as a barrier to progress (Ramaditya & Prihantoro, 2020). Culture represents a pattern of values, norms, beliefs, attitudes, and assumptions that may be unspoken but shapes the ways in which work is done within an organization. In fact, organizational culture not only guides employee behavior, interpersonal interactions, and employee understanding of the organization but also contributes to the organization's social and psychological environment (Mesfin et al., 2020). In another definition, culture is a multidimensional concept described as a set of beliefs, values, attitudes, and norms that hold a special place within a group or society (Okatan & Alankus, 2017). A significant positive correlation exists between organizational culture values and the effectiveness of human resource management practices (Bordbar et al., 2014). In essence, cultural development facilitates the flow of new ideas and fosters a renewed organizational spirit, which in turn drives the organization towards achieving its predetermined goals (Eniolaa et al., 2019, p. 1). In other words, without a culture that is receptive to change and development, positive outcomes are unlikely to occur. Consequently, the acquisition of new knowledge by employees ultimately leads to increased organizational efficiency and effectiveness (Bendak et al., 2020). Shabanibahar et al. (2014) also indicated that all variables and subscales of organizational culture exhibited a positive, direct, and relatively strong correlation with the organizational effectiveness of sports and youth departments in Hamadan province.

Today’s organizations face rapid and profound changes, making timely and appropriate responses essential for survival and success. Developing an organizational culture that supports the adoption and implementation of new ideas enhances adaptability and customer satisfaction (Pathiranage, 2019). Sports organizations, due to their dynamic and competitive environments, are particularly in need of such adaptive cultures. Previous research has confirmed the positive impact of organizational culture on the overall effectiveness of sports organizations (Sheikhalizadeh & Tojari, 2013). However, despite the critical role of organizational culture, limited attention has been paid to its simultaneous impact on two pressing challenges in sports organizations: organizational anomie and organizational inertia, both of which hinder necessary change. Furthermore, the potential mediating role of faith-based ethics—especially relevant in culturally and religiously grounded societies such as Iran—remains largely unexplored. In addition, much of the existing research has focused on commercial or non-sporting contexts, resulting in a population gap in understanding these dynamics within Iranian sports organizations, where unique cultural factors may significantly shape organizational behavior. Addressing these gaps, this study examines how organizational culture influences organizational anomie and inertia in Iranian sports organizations, with faith-based ethics serving as a mediating variable. The findings are expected to provide valuable insights for developing culturally and ethically informed strategies that enhance resilience, reduce dysfunction, and promote sustainable performance in the context of Iranian sports organizations. The conceptual model of the study, presented in Figure 1, illustrates the theoretical framework guiding this research.

Figure 1. Research Conceptual Model

Research Methods

This study is applied in nature, aiming to address practical issues. In terms of data collection methodology, it follows a descriptive-correlational survey design, wherein the relationships among variables are examined in line with the research objectives. The analysis approach is specifically based on structural equation modeling (SEM). To gather theoretical foundations and literature, library-based research using books and scholarly articles was conducted. For empirical data collection, fieldwork was carried out using structured questionnaires.  The statistical population of the present study consisted of faculty members specializing in sport management and sociology, as well as senior and mid-level managers and experts from sports organizations. A convenience sampling method was employed. In total, 300 electronic questionnaires were distributed to the target population to ensure ease of access and facilitate participation. A five-point Likert scale was used to record participants’ responses. Given the prior notification regarding the importance of the research and the estimated time required for completion, a satisfactory response rate was achieved. Ultimately, 232 fully completed and analyzable questionnaires were collected. This sample size was deemed both adequate for conducting structural equation modeling (SEM) and acceptable in terms of data quality. According to established SEM guidelines, the minimum sample size should be at least five times the number of assessed components (Salimi et al., 2024; Kline., 2023). Considering that a total of 27 components related to the independent and dependent variables were evaluated in this study, the sample size met this criterion.

This study employed four questionnaires to collect data:

To assess the organizational culture variable, the Denison Organizational Culture Survey (2000) was employed. This standardized instrument consists of 60 items and evaluates the prevailing organizational culture across 12 dimensions: empowerment, team orientation, capability development, core values, agreement, coordination and integration, creating change, customer focus, organizational learning, strategic direction and intent, goals, and vision. An example item from the questionnaire is: “Different units within the organization often work together to implement changes.” The validity and reliability of this instrument were previously confirmed by Rahimnia and Alizadeh (2009).

To assess organizational anomie, a questionnaire adapted from the study by Sefid Chian et al. (2018) was used. This questionnaire identifies five dimensions of organizational anomie: normlessness, norm conflict, norm weakness, norm ambiguity, and norm absence. Items were developed for each dimension, resulting in a total of 15 items. A sample item from the questionnaire is: “The organization’s emphasized values have not been clearly defined or implemented within a coherent framework.”

To assess organizational inertia, the Inertia Questionnaire developed by Haag (2014) was used. This instrument includes 15 items covering five dimensions: cognitive, behavioral, cognitive-social, economic, and political inertia. An example item is: “This organization genuinely inspires me to perform at a high level in my job.”

To assess faith-based ethics, a questionnaire adapted from the study by Khodaparast et al. (2022) was used. This study identified five key dimensions influencing faith-based ethics: educational, psychological, legal, economic, and socio-cultural, encompassing a total of 55 concepts. As a result, 55 items were included in the questionnaire to evaluate faith-based ethics. A sample item is: “In our organization, individuals are taught to acknowledge their mistakes and make efforts to correct them.”

Responses were measured using a five-point Likert scale, ranging from “Strongly Disagree” to “Strongly Agree.” To assess the reliability of the questionnaires, Cronbach’s alpha coefficients were calculated: 0.78 for organizational culture, 0.81 for organizational anomie, 0.75 for organizational inertia, and 0.76 for faith ethics—indicating satisfactory levels of internal consistency. The content validity of all instruments was confirmed by a panel of experienced professors in the fields of sport management and sociology.

Structural equation modeling (SEM) using the LISREL software was employed to analyze the data collected from the questionnaires.

Findings

Table 1 presents the demographic characteristics of the sample population.

Table 1- The demographic characteristics of the study sample

Figure 2 presents the standardized factor loadings of the conceptual model derived from the LISREL output. The standardized factor loadings, or t-values, indicate the significance of each parameter in the model. When the absolute value of a t-value exceeds 1.96, the corresponding parameter is considered statistically significant. Given that all t-values in the model exceed 1.96, the proposed research model is supported. Furthermore, the relationships between latent and observed variables are also significant, indicating that all latent variables are adequately represented by their respective observed indicators.

Figure 2. Standardized factor loadings of the research conceptual model obtained from LISREL analysis.

Abbreviations: CU = Culture, AN = Anomie, ET = Faith-based Ethics, N = Inertia

Table 2 displays the goodness-of-fit indices derived from the structural equation modeling analysis, as suggested by Habibi and Adenvar (2016). These indices fall within the acceptable range, confirming the adequacy of the proposed model.

Table 2- Indicators related to model fit

Table 3 presents the standardized path coefficients and t-values, indicating significant negative relationships at the 0.05 level, supporting the research hypotheses based on the collected data.

Table 3- Results of the Model Analysis

Discussion and Conclusion

The final model of the study demonstrates that organizational culture, as an independent variable, exerts a significant negative effect on both organizational anomie and organizational inertia, thereby supporting Hypotheses 1 and 2. In other words, as the strength of organizational culture increases, levels of anomie and inertia within the organization decrease significantly. Although no prior studies were found that directly address this relationship, numerous investigations (e.g., Shabanibahar et al., 2014; Bordbar et al., 2014; Sheikhalizadeh & Tojari, 2013) have emphasized the pivotal role of organizational culture in enhancing organizational effectiveness. Furthermore, while organizational anomie and inertia have been explored separately in various studies (e.g., Jui-Chan et al., 2020; Ghaffari & Rostamniya, 2017; Fandino et al., 2015) and shown to negatively affect organizational effectiveness, these findings can be considered indirectly aligned with the present study’s results.

Organizational culture plays such a critical role that the success or failure of an organization is often attributed to the nature of its prevailing culture. It serves as the social identity of the organization—an intangible and often invisible force operating behind observable structures and behaviors (Barbu et al., 2022). In today’s organizational discourse, any discussion of performance and efficiency inevitably involves a consideration of organizational culture, with scholars consistently highlighting its importance as a key determinant of organizational effectiveness. In response to increasingly dynamic and complex environments, organizations are being compelled to adopt more strategic and adaptive approaches to cultivating and evolving their cultures (Ferzi, 2021). The intensity of the changes facing contemporary organizations demands proactive and effective responses. In this context, a well-developed organizational culture not only facilitates the adoption and implementation of innovative ideas but also serves as a buffer against disruptive forces such as organizational anomie and inertia (Pathiranage, 2019).

Sports organizations are no exception to the influence of organizational culture, and its development has been shown to have a positive and significant impact on their effectiveness (Sepahvand et al., 2017; Sheikhalizadeh & Tojari, 2013). In essence, human resources must acquire new knowledge and skills related to strategies that enhance organizational performance. As employees expand their knowledge base, this contributes directly to greater organizational efficiency and effectiveness (Bendak et al., 2020). The findings of the present study indicate that the acquisition of new knowledge, along with the enhancement of organizational culture, reduces organizational anomie and inertia, thereby improving the overall efficiency and effectiveness of sports organizations. Consequently, greater emphasis should be placed on cultivating and enriching organizational culture within sports organizations as a means to ensure long-term effectiveness. Furthermore, the results of the structural model revealed a significant and positive relationship between organizational culture and spiritual ethics, suggesting that spiritual ethics can serve as an important mediating variable. In other words, as levels of spiritual ethics increase, so too does the strength of organizational culture. For instance, if we interpret the reduction of unethical behavior in sports as an indicator of enhanced organizational culture, the findings of Khodaparast et al. (2022) align well with the results of the present study.

The findings also indicate that faith ethics has a significant negative relationship with organizational anomie and inertia, thereby supporting Hypotheses 3 and 4. This suggests that promoting faith-based ethical principles within sports organizations can effectively reduce conditions of anomie and inertia. These results align with previous studies by Barbu et al. (2022) and Sepahvand et al. (2017), and no contradictory evidence was identified in the literature. Faith ethics, as a system of moral principles rooted in personal belief and spiritual values, offers a viable framework for addressing organizational challenges. By clearly distinguishing between right and wrong, faith ethics guide individual behaviors and actions within a value-laden structure that aligns with the organization’s norms and expectations. Given the influential role of ethical convictions, personal faith, and prevailing societal ideologies in shaping behavior within the sports community (Smith & Lord, 2018), managers of sports organizations have increasingly recognized that ethical behavior can lead to reduced operational costs, enhanced employee and fan loyalty and satisfaction, and more effective organizational practices (Barbu et al., 2022). Therefore, faith ethics can be positioned as a key lever for strengthening organizational culture. By implementing strategies to cultivate and promote faith ethics among employees, sports organizations can significantly enhance their overall effectiveness.

Based on the findings, it can be concluded that sports organizations must actively develop and promote a culture that lays the foundational groundwork for enhancing organizational effectiveness, enabling them to effectively respond to environmental changes and uncertainty while securing a sustainable competitive advantage. Given that sports organizations operate under distinct business models compared to traditional organizations, they require tailored management approaches. Therefore, in addition to addressing all key components of organizational culture, it is recommended that sports organizations place particular emphasis on faith ethics, incorporating them into decision-making processes to boost organizational effectiveness by fostering faith ethics among employees. Managers and planners within sports organizations should take on the role of mentors or guides, working to cultivate an effective organizational culture mindset. Through regular meetings and engagement with experts in this field, they can steer employees toward improved organizational performance. The current study’s findings highlight faith ethics as a critical factor in this process. Accordingly, evaluating candidates’ spiritual values during recruitment and actively promoting these values can play a significant role in strengthening organizational culture and, ultimately, enhancing the overall effectiveness of sports organizations. This study is limited to Iranian sports organizations, which may restrict the generalizability of the findings. Also, the cross-sectional design limits causal interpretations. Future research can use longitudinal or mixed-method approaches and explore similar models in other cultural or organizational contexts.