رحیم زارع

The Islamic Awakening and the power vacuum after 2012 have been key factors motivating Arab states to invest in sport as a soft power tool to assert regional dominance. While Qatar hosted the 2022 FIFA World Cup, Saudi Arabia is set to host the 2029 Asian Winter Games and the 2034 FIFA World Cup for the first time. This study aims to explore the role of sport in governance within West Asia. In recent years, an expanding body of literature has deepened our understanding of sports in the Middle East. Under the leadership of Mohammad Bin Salman (MBS), Saudi Arabia has entered a new era of sports investment but has faced accusations of 'sportswashing.' Meanwhile, Qatar and the UAE, two smaller states in the region, have played pivotal roles in supporting high-profile sporting events. This study employs qualitative content analysis to assess the achievements of the Persian Gulf States-namely the UAE, Saudi Arabia, and Qatar-in soccer. The analysis draws from articles and reports published between 2000 and 2024, sourced from scientific databases such as Google Scholar, ScienceDirect, DOAJ, and Web of Science. While sport plays a crucial role in enhancing the international prestige of the Persian Gulf States, soccer has emerged as the primary focus. Unlike Saudi Arabia, which has sought to dominate the region through soft power initiatives, particularly in soccer, Qatar has pursued a distinct strategy, positioning itself as a peacemaker and friendly nation in the Middle East.

This study aimed to develop a model of desirable indicators for a Cooperative Organizational Culture (COC) in the Ministry of Cultural Heritage, Tourism and Handicrafts of Iran (MCHTHI). Today, COC is considered one of the most important and influential cultural orientations within organizations. This research is applied in nature and uses a mixed-method approach. In the first phase, a meta-synthesis method was employed, and in the second phase, a limited modified Delphi quantitative method was used. By reviewing numerous sources and studies in this field, three types of cultures, namely interactive, supportive and obliative, along with 22 cultural indicators, were identified as components of COC. After analysis and incorporation of expert feedback, these components and indicators were refined and presented in the form of a comprehensive model. The results revealed that this culture can facilitate and strengthen interaction and cooperation in tourism-related organizations and foster greater participation and engagement among organizational members within an obliative environment, which is characterized by shared ethics, common goals and awareness of organizational processes and activities.