ORGL-690: Organizational Theory—Adaptation and Application

Expected Competencies

  1. Understanding Action Research Theory
    Demonstrate foundational knowledge of action research (AR) theory and processes, including its role in fostering collaborative, community-centered change through sustainable, participatory practices.

  2. Community-Based Data Collection and Analysis
    Apply action research methods to identify, collect, and analyze data related to real-world organizational challenges in nonprofit or community settings.

  3. Strategic Implementation of AR Projects
    Design and implement an action research plan that aligns with the goals of a community partner, integrating both direct and indirect service with measurable outcomes.

  4. Reflective Synthesis for Sustainable Change
    Critically reflect on the process and impact of the AR project, identifying key learnings, contributions to organizational effectiveness, and implications for leadership development and community engagement.

Achieved Competencies

  1. Action Research Design and Execution:
    Successfully designed and implemented a PALAR (Participatory Action Learning and Action Research) project with Hand to Hold, focused on identifying credibility-building strategies between NICUs and nonprofit organizations serving families impacted by premature or complicated birth.

  2. Data Collection and Analysis Skills:
    Designed a well-structured survey and conducted interviews with NICU professionals, synthesizing data from academic literature, firsthand interviews, and qualitative surveys to assess patterns of trust, organizational visibility, and stakeholder influence.

  3. Applied Theory to Practice:
    Integrated core concepts from texts such as Action Research for Business, Nonprofit, and Public Administration and Organizational Change: An Action-Oriented Toolkit into a live community partnership that resulted in actionable recommendations for strategic credibility development.

  4. Service-Learning Integration:
    Engaged in indirect service that had direct impact—by elevating the organizational strategy of Hand to Hold through evidence-informed planning, stakeholder interviews, and a future-facing credibility framework.

  5. Scholarly Communication:
    Composed a comprehensive report and presentation for both academic and organizational audiences, articulating findings using APA format, visual data summaries, and recommendations for use in strategic planning by Hand to Hold.

Applied Competencies

Credibility-Building with NICUs:
Using the PALAR framework, I conducted a multi-phase research study focused on how nonprofits like Hand to Hold can build credibility with neonatal professionals. Through structured interviews, surveys, and literature review, I identified trust, confidence, stakeholder testimonials, and financial transparency as essential components in establishing organizational legitimacy.

Strategic Survey Design and Execution:
I developed and administered a survey to NICU professionals, analyzing responses on dimensions such as organizational visibility, leadership credentials, relevance of services, and trust factors. This helped shape both short-term recommendations and long-term strategic implications for nonprofit-community partnerships.

Community Partner Engagement:
My work with Hand to Hold culminated in a formal report and a community-facing presentation intended to inform future strategic planning, bolster community trust, and create a replicable model of nonprofit-hospital collaboration rooted in transparency and shared values.

Artifact Inclusion

  • Final Report: Identifying Ways of Building Credibility Between a Nonprofit and a Neonatal Intensive Care Unit

  • Survey Results and Analysis (embedded within final report)

  • Presentation Overview for Hand to Hold (prepared post-report)

References

  • Cawsey, T. F., Deszca, G., & Ingols, C. (2012). Organizational Change: An Action-Oriented Toolkit. Sage.

  • James, E. A., Slater, T., & Bucknam, A. (2012). Action Research for Business, Nonprofit, and Public Administration: A Tool for Complex Times. Sage.

  • Gordon, T. P., Khumawala, S. B., Kraut, M., & Neely, D. G. (2010). Five dimensions of effectiveness for nonprofit annual reports. Nonprofit Management and Leadership, 21(2), 209–228.

  • Crutchfield, L. R., & Grant, H. M. (2008). Forces for Good: The Six Practices of High-Impact Nonprofits. Jossey-Bass.

  • Smith, J. M. (1994). Reflections on Founding & Running a Nonprofit: The Basic Do's. Nonprofit World, 12(2), 34–37.

  • Long, M. M., & Chiagouris, L. (2006). The Role of Credibility in Shaping Attitudes Toward Nonprofit Websites. International Journal of Nonprofit and Voluntary Sector Marketing, 11(3), 239–249.

Key Words

Action Research; Community-Based Research; Service-Learning; NICU Partnerships; Nonprofit Credibility; Stakeholder Trust; Strategic Planning; Participatory Leadership; Survey Design; Organizational Change; PALAR; Evidence-Informed Practice; Leadership in Nonprofit Settings; Healthcare Collaboration.