ANNOTATED BIBLIOGRAPHY 1
Integrative Learning Project: Annotated Bibliography
Laynie E. Gottsch
School of Business, Liberty University
ANNOTATED BIBLIOGRAPHY 2
Integrative Learning Project: Annotated Bibliography
AbuKhamis, F., & Abdelhadi, A. (2022). A critical analysis of agile and lean methodology to
fulfill the project management gaps in nonprofit organizations (NPOs). Applied Sciences,
12(11), 5467. https://doi.org/10.3390/app12115467
The purpose of this study is to determine how lean and agile strategies impact a
nonprofit’s project management. The authors were distinctly limited by nonprofit
executives’ and project managers’ knowledge of lean and agile methodologies. However,
those nonprofits implementing these methods were found to have better overall project
monitoring and project success due to their abilities to assess project performance
throughout the project and make necessary adjustments in a timely manner. This article is
relevant to operations management as it helps aid in the institution of methods for project
success, which is a key component of operations management. The information from this
article will be used in the Integration of Chapter Concepts sections to address both project
management as well as Lean Six Sigma.
Brimhall, K. C. (2021). Are we innovative? Increasing perceptions of nonprofit innovation
through leadership, inclusion and commitment. Review of Public Personnel
Administration, 41(1), 3-24. https://doi.org/10.1177/0734371X19857455
The purpose of this research was to determine whether nonprofit organizations that foster
inclusion and commitment see an increase in innovation. Key findings suggest that
leaders who appreciate each staff member for their individuality as it adds to the team
ultimately have higher degrees of innovation. Leaders who make their staff feel included
and like a necessary team member create organizations with innovative advantages that
directly benefit the populations the organization serves. The article is appropriate for
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inclusion in operations management as it pertains to the benefits of inclusion in the
workplace. Innovation is a critical piece of operations management. Information in this
article will be used in the Integration of Chapter Concepts section of the main paper,
specifically to address the topic of innovation.
Juliani, F., & de Oliveira, O. J. (2021). Lean six sigma in the public sector: Overcoming
persistent management challenges. The Quality Management Journal, 28(2), 58-75.
https://doi.org/10.1080/10686967.2021.1886022
This research seeks to fill a gap in existing literature regarding the implementation of
Lean Six Sigma in the nonprofit arena, specifically in times of economic crises. The
authors find that properly implemented Lean Six Sigma improves organizational
processes and programmatic outcomes. One major issue nonprofits run into is challenges
within management, and Lean Six Sigma provides a starting point for cost-effective
implementation of organizational improvement. This article is relevant to operations
management as it helps nonprofits understand and institute Lean Six Sigma, which is a
key component of operations management. The information from this article will be used
in the Integration of Chapter Concepts sections to address both management issues and
Lean Six Sigma.
Klafke, R., Barrios, A., & Didonet, S. R. (2023). Service encounter and value co-creation in
fundraising activities at the NPO sector. The Journal of Services Marketing, 37(7), 851-
861. https://doi.org/10.1108/JSM-06-2022-0211
The purpose of this research is to investigate the way nonprofits fundraise and ultimately
create a service-dominant approach to fundraising to create a well-rounded ecosystem of
services for nonprofit clients. Findings integrate nonprofit ideals with donors and clients
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alike, suggesting that religious organizations cater more to religious clients and people
who donate for religious reasons. The same correlation is found between various other
ideologies that bring people together, like politics and children. Furthermore, the authors
identify five types of interactions that promote fundraising activities and create value
among all players. The authors assert that value creation is key to nonprofit success and
client wellbeing. The research is important for operations management as it pertains to
creating customer value in the nonprofit space, which is distinctly different from for-
profit value creation. This study will be used in the Integration of Chapter Concepts
section of the final paper to support the concept of customer value.
Kwon, S. (2023). Does goal ambiguity influence the program structure of nonprofit human
service organizations? International Social Work, 66(4), 1064-1079.
https://doi.org/10.1177/00208728211062003
The purpose of the study was to determine how nonprofits address, measure, and attain
goals with a specific focus on the fact that many nonprofit organizations fail to structure
their programs to realistically meet their goals. Kwon found that only 10% of
organizations had quantitative goals and only 73% had attainable outcomes. The more
ambiguous the organizational goals, the less logically structured the programming
offered. Kwon asserts that nonprofit organizations must create clear, quantifiable goals in
order to structure programs in a way that is likely to meet goals. This concept directly ties
to operations management as a part of process control and process monitoring. Setting
goals and structuring the program strategically is a successful management of operations.
Information from this article will be used to support concepts in the Integration of
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Chapter Concepts section, specifically as it pertains to process control and process
monitoring.
Martin, J., & Franklin, J. (2023). Fuller measures of output, input and productivity in the non-
profit sector: A proof of concept for the United Kingdom. International Productivity
Monitor, 44(44), 34-66.
The authors performed research in order to create a methodology for measuring
productivity within the nonprofit sector. They find that the sector of Non-Profit
Institutions Serving Households (NPISH) is growing rapidly, at a pace much faster than
the economy in general. Such findings were supported both by Gross Domestic Product
(GDP) and Gross Value Added (GVA). The authors note the importance of measuring
NPISH growth in GVA due to the many pieces of the sector’s input that exist outside the
boundaries of GDP, like volunteers’ time. This research has implications on operations
management as it seeks to assess operations, growth, and productivity of nonprofits.
Information from this research will be used in the Integration of Chapter Concepts
section of the final paper as it pertains to the subject matter of productivity.
Mikovic, R., Petrovic, D., Mihic, M., Obradovic, V., & Todorovic, M. (2020). The integration of
social capital and knowledge management - the key challenge for international
development and cooperation projects of nonprofit organizations. International Journal
of Project Management, 28(8), 515-533. https://doi.org/10.1016/j.ijproman.2020.07.006
The purpose of this study was to address nonprofit organizations who work in
international development and help find some of the missing links when it comes to
outcomes. The authors assert that nonprofits working in this arena often lack or
mismanage the social links and resources necessary to effectively reach the most
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vulnerable within their service areas. As a result of the study, the authors propose an
integrated model for international development that engages stakeholders throughout and
promotes solutions to the most common issues nonprofits working in this space
experience. In terms of connection to operations management, this study aids nonprofits
working in international advocacy to develop successful operations. The content from
this research will be used in the Integration of Chapter Concepts section, specifically
relating to project management, which is a key concept of operations management.
Mitchell, S. & Clark, M. K. (2022). Rethinking nonprofit service disintermediation through
service communication interactions. International Journal of Service Industry
Management, 33(4). 758-773. https://doi.org/10.1108/JOSM-10-2021-0401
The purpose of this paper is to rectify a notable disconnect within nonprofit
organizations, specifically that between organizational clients and donors. The gap
naturally exists because the organization staff appeal to funders, who have no direct
relations with clients. Therefore, the authors set out to bridge the gap to bring about better
customer value by implementing digital communication. The findings reveal that classic
business school communication techniques fall short for nonprofit organizations. This
finding reveals the great need for innovation in communications in the digital age.
Finally, the authors present a conceptual framework for connecting funders to clients.
This research relates to operations management because it simultaneously addresses
innovation and the customer value side of strategy execution. Information from this
article will be used in the Integration of Chapter Concepts section of the final paper to
discuss customer value.
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Mosley, J. E., Suarez, D. F., & Hwang, H. (2023). Conceptualizing organizational advocacy
across the nonprofit and voluntary sector: Goals, tactics, and motivation. Nonprofit and
Voluntary Sector Quarterly, 52(1), 187-211. https://doi.org/10.1177/08997640221103247
This study set out to understand advocacy from a nonprofit perspective, and ultimately
defines advocacy through nonprofit goals, tactics, and motivations. Key findings suggest
pathways for nonprofit organizations to implement change and create advancements
through successful advocacy. For many nonprofit organizations, advocacy is a piece of
the definition for operations management. Existence without advocacy often falls short of
fulfilling missional aspirations. Furthermore, the deep dive into goals, tactics, and
motivations offers a direct connection to operations management. Information from this
article will be used to support concepts in the Integration of Chapter Concepts section.
This article will be used in this section specifically to address the goals piece of process
monitoring.
Oliveira, M., Sousa, M., Silva, R., & Santos, T. (2021) Strategy and human resources
management in non-profit organizations: Its interaction with open innovation. Journal of
Open Innovation, 7(1), 1-21. https://doi.org/10.3390/joitmc7010075
The purpose of this article is to understand how organizations use strategy alongside their
human resources to promote positive governance and change within the communities
they serve. Key findings revealed that many important variables influence governance,
which in turn influences strategy, which then influences human resources policies, which
influences governance. Thus, all variables create a large codependent circle under which
nonprofit organizations function. Improving any piece of the puzzle ultimately improves
the whole organization, but the authors suggest focusing on strategic human resources
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improvements as the pinnacle of progress. The research relates to operations management
as it provides resources and ideas on how to improve an organization from the inside out.
The information will be used in the Integration of Chapter Concepts section to discuss the
concepts of innovation and strategy from a human resources perspective.
Richardson, S., & Kelly, S. J. (2023). Nonprofit boards in pursuit of innovation for growth:
Views from the frontline. Nonprofit and Voluntary Sector Quarterly.
https://doi.org/10.1177/08997640231189457
The purpose of this research is to understand precisely how necessary innovation is for
the growth and financial health of nonprofit organizations. Key findings show that
innovation is not only an important driver of growth, but it is a critical piece for
nonprofits to successfully implement. Innovation and, subsequently, growth are found to
be indicators of competitive advantages that allow nonprofits to stay afloat during
difficult times. The article is applicable to operations management in that it presents
solutions to innovation issues that have long plagued nonprofits. Information from the
article will be used in the Integration of Chapter Concepts section to discuss how
organizations can use innovative designs to promote growth.
Ronquillo, J. C., Popa, A., & Willems, J. (2021). Toward an understanding of the role of human
resources in cultivating a climate for innovation in nonprofit and public organizations.
Voluntas (Manchester, England), 32(5), 1126-1138. https://doi.org/10.1007/s11266-021-
00325-x
In this study, the authors wanted to understand how organizations use human resources to
drive innovation. They studied employees in nonprofit and public organizations to see
how varying characteristics impact the organization’s innovation climate. Key findings
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indicate that several employee characteristics promote an innovative climate, namely job
flexibility and the importance the employee places on his work. The authors also found
that the organization’s reputation had some indication on the innovation of employees as
well, seeing that organizations known for top quality and a good reputation were
naturally more innovative. Conversely, employees who were decidedly inflexible were a
detriment to the innovative climate of the organization. This article weaves its way
through nearly every facet of operations management, as human capital touches every
piece, including strategy execution, productivity, capacity growth, and is a key
component of the supply chain. Information from this article will be used in the
Integration of Chapter Concepts section of the final paper to discuss human resources and
innovation.
Sandberg, B., Hand, L. C., & Russo, A. (2022). Re-envisioning the role of “big data” in the
nonprofit sector: A data feminist perspective. Voluntas (Manchester, England).
https://doi.org/10.1007/s11266-022-00529-9
The authors set out to understand how the use of big data could impact nonprofit
organizations, specifically with the understanding that big data has long been accused of
lacking in values and contextual significance. Key findings suggest that big data
naturally, but unintentionally, creates inequities. Therefore, the authors suggest nonprofits
use a feminist framework that will better help them apply big data to produce the equity
and justice such organizations seek. The article is applicable to operations management in
that it presents solutions to analytical data issues that have long plagued nonprofits.
Information from the article will be used in the Integration of Chapter Concepts section to
discuss how organizations can analyze data and take action.
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Yue, C. A., Men, L. R., & Hart, E. B. (2023). “Chief engagement officers?” A comparative study
between US corporate and nonprofit executive leaders’ social media communication
strategies. Nonprofit Management & Leadership, 33(4), 879-892.
https://doi.org/10.1002/nml.21551
The purpose of this research is to understand how executive leaders, corporate and
nonprofit alike, engage with social media by analyzing the content of Twitter posts
created by these executive leaders. Key findings indicate a vast difference between the
ways corporate and nonprofit executives engage with social media. While corpore leaders
use Twitter to disseminate information, nonprofit leaders primarily use the site to
communicate and grow social spheres of influence. Executives from both sides use
Twitter to appeal to stakeholders, make themselves seem personable, and build
relationships. This study relates to operations management in that it tackles an everyday
utility for operational executives of businesses and nonprofits. The information from this
study will be used in the Integration of Chapter Concepts section as an appeal to potential
business strategies for effective public communication.
Zhang, C., Atasu, A., & Ramachandran, K. (2022). Partial completion as a nonprofit strategy.
Manufacturing & Service Operations Management, 24(6), 2962-2981.
https://doi.org/10.1287/msom.2021.1031
The authors sought out to understand how the provision of incomplete services or
products for beneficiaries could impact a nonprofit’s overall strategy. Ultimately, the
purpose of the study was to discover when using partially complete products or services
is an effective strategy and when it is not. Findings indicate the precise situations,
including considerations of beneficiary characteristics and nonprofit objectives, in which
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partial completion is most appropriate. This research is relevant to operations
management as a potential effective strategy under which organizations may operate to
enhance their own financial solvency. The information from this article will be used in
the Integration of Chapter Concepts section, specifically as it relates to organizational
strategy.
