Organizational Theory: Annotated Bibliography Sample Paper 2018


Annotated Bibliography due October 14. This is the topic and research question that will be used for your research paper assignment due on October 28.

You may pick your own topic. However, it should be related to a case you find and to the topics in this course.

Assignment Four: Management Research Topic, Designation of Case and Annotated Bibliography. Students will select a case to be studied from the resources available in the UMUC library databases, design a research question to apply to that case and develop an annotated references list. (At least 5 references in addition to the case.)

From the main library page under the heading Get Help click Research Help, Business Research: Companies, Industries, Products, then scroll down to the bottom of the page for the link Finding Case Studies.

Finding a case for the research project does not mean that you are limited to the company identified in the case. Rather it is to identify an issue identified in the case that this company was grappling with. That issue is to be the topic of your research paper and the other 5 sources you find are dealing with that same issue, which becomes your research question. That question will be answered by your research and the sources you have found or will find.

My intent is to gather information from the references cited to assess how strategies related to organizational development and an orientation toward an entrepreneurial culture contribute to a nonprofit organizations’s success. Conversely, I would include how lack of these particular strategies or any innovative strategy in general contributes to a nonprofit’s failure. The points that will be covered in my research will link back to the case study I’ve selected in that it will provide credence to the conclusion that competitively speaking, nonprofits have to set themselves apart via methods that require outside the box thinking and by engaging in non traditional strategies in order to stay on trend.


Case Study:

Weerawardena, J., & Mort, G. S. (2012). Competitive Strategy in Socially Entrepreneurial Nonprofit Organizations: Innovation and Differentiation. Journal of Public Policy & Marketing, 31(1), 91–101. https://doi-org.ezproxy.umuc.edu/10.1509/jppm.11.034

This case study links the ways in which innovative strategies work in tandem with efforts to propel nonfit organizations forward. The research presented by the authors demonstrates how innovation in thought and approach can result in significant improvements as it pertains to goals associated with social impact. It shares the outcomes of blending social entrepreneurship within nonprofits with innovative business strategies that ultimately result in cementing a nonprofit’s distinction in what can be a saturated marketplace.

Research Question:

What internal and external factors are most impactful to a nonprofit organization’s success or failure in the marketplace?

Annotated Bibliography

Gratton, P.C., D.B.A. (2018). Organization development and strategic planning for non-profit organizations. Organization Development Journal, 36(2), 27-38. Retrieved from http://ezproxy.umuc.edu/login?url=https://search-proquest-com.ezproxy.umuc.edu/docview/2099388933?accountid=14580

            It can be argued that non-profit organizations and their inability to development tools that align with their strategic goals may mark the reason they struggle to achieve success. This article highlights key challenges such as consistent revenue generation, acquiring talent and staying on trend with technological advancements they are better managed when viewed from a strategic lens that is stable for the most part with some agility to meet the demands of rapid change. The author, Dr. Gratton, presents the gaps in organizational development and strategy that are present in non-profit organizations and details how these gaps significantly impact them meeting certain key markers for success.

Kusa, R. (2016). Measuring entrepreneurial orientation in the social context.Entrepreneurial Business and Economics Review, 4(3), 117-129. doi:http://dx.doi.org.ezproxy.umuc.edu/10.15678/EBER.2016.040309

Today, non-profits face many of the same challenges faced by for profit organizations. As such, it becomes necessary to compare and contrast the similarities and differences experienced as a means to clarify what business initiatives need to be employed by non-profits. In particular, one fascinating similarity in both is their inclination or aversion to an entrepreneurial culture. The author admittedly shares that a problem in this research is in the ability to measure what is considered entrepreneurial actions within a nonprofit, however, the author is still able to present the research in such a way that one can confidently conclude how operating in this spirit can be advantageous to a nonprofit.

Milde, K., & Yawson, R. M. (2017). Strategies for social media use in nonprofits.Journal of Management Policy and Practice, 18(1), 19-27. Retrieved from http://ezproxy.umuc.edu/login?url=https://search-proquest-com.ezproxy.umuc.edu/docview/1926955243?accountid=14580

Love it or hate it, social media and the many ways in which it has inserted itself into our everyday lives cannot be discounted.  Very few can get through a single day without engaging in some way via social networks. With that, it stands to reason that an organization would be remiss in not implementing social connections in its communication endeavors and as means to garner attention and market itself. This is especially true for nonprofits. The core endeavor of a nonprofit is the work being done for the betterment of people and communities. The authors of this work, by means of research, offer strategy recommendations specifically focused on social media initiatives that nonprofits can use to increase both visibility and profitability.

Roundy, P. T., & Halstead, D. (2016). Becoming a hybrid organization: When traditional nonprofits found new ventures. Journal of Applied Management and Entrepreneurship, 21(4), 87-116. doi:http://dx.doi.org.ezproxy.umuc.edu/10.9774/GLEAF.3709.2016.0C.00006

The authors, Roundy and Halstead, both Professors of Entrepreneurship at the University of Tennessee, connect the ways in which nonprofits development methodologies to meet their requirement to obtain new business while simultaneously remaining committed to being social stewards. Their research is presented in such a way that the intersections and potential pitfalls faced by social entrepreneurs, can be clearly deciphered. Their research demonstrates what occurs when altruistic intentions conflict with the desire to build and sustain a formidable organization.

William and Flora Hewlett Foundation and McKinsey & Company. (2008). The nonprofit marketplace: Bridging the information gap in philanthropy. Maisie O’Flanagan, McKinsey & Company maisie_oflanagan@mckinsey.com Jacob Harold and Paul Brest, William and Flora Hewlett Foundation philanthropy@hewlett.org

Nonprofits are primarily devoid of some of the more sophisticated means of getting key information about their successes out in the marketplace. This can be extremely problematic for them as they seek new socially impactful endeavors accompanied with the donor financing needed to begin work on these endeavors. These authors share the primary reasons why it is pivotal for nonprofits to develop innovative and ‘outside the box’ methods for not only getting their name out there, but also the positive results of their work. Most importantly, this research asserts how communication by nonprofits in this regard will either catapult them to success or be a huge contributing factor in why they fail.

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