One topic within the behavioral and sport sciences literature that has created much discussion is that of organizational culture and its effects on the organization (Denison & Spreitzer, 1991; Slack, 1997). The significance for studying organizational culture is exhibited by the growing evidence produced by researchers that organizational culture affects the organizations ability to function and perform (Cameron & Freeman, 1991). The scant sport literature devoted to this construct has found that organizational culture can impact important work related outcomes. For example, Shore & Martin (1989) indicated that culture can impact job satisfaction of sport administrators, as well as the productivity of an organization. Given the importance of studying the topic of organizational culture and its effects within sport, this study extended the existing literature and focus on organizational culture and its effects on job satisfaction in the context of intercollegiate athletics. Specifically, an organizational sub-culture was analyzed to determine if organizational culture influenced the job satisfaction of athletic academic administrators. Academic athletic directors from Division I athletics programs were randomly sampled using a mailed questionnaire (n=152, 46% response rate). To obtain a representation of the culture within the academic support services unit, a modified Organizational Culture Profile was utilized (Sarros, Gray, & Densten, 2002). Job satisfaction was assessed with three items from Cammann, Fichman, Jenkins, and Klesh's (1983). To identify diverse cultures within the data, cluster analysis was used to classify each reported culture into distinct groups. Results indicated two naturally occurring clusters. Cluster one reported higher responses on each of the seven facets of organizational culture while cluster two reported lower responses. An ANCOVA was used to examine the relationship between culture and job satisfaction. While controlling for budget and tenure of the participant, results indicated that administrators in departments with strong organizational cultures had higher job satisfaction (M = 6.16, SD = .89) than did persons in moderate organizational cultures (M = 5.5, SD = .89), F (1, 142 = 8.76, p < .001, d = .74). The findings of this study suggest two contributions. One, distinct organizational cultures do exist in athletic departments, and these distinctions are made as a result of higher levels of competitiveness, social responsibility, supportiveness, innovativeness, emphasis on rewards, performance orientations, and stability. Furthermore, a stronger organizational culture allows employees such as athletic administrators toward realizing greater job satisfaction, which should ultimately lead to increased productivity, commitment, and success of the organization.Keyword(s): administration/mgmt, athletics/sports, sport management