Prepare Four New Entries For Your Annotated Bibliography
Prepare Four 4 New Entries For Your Annotated Bibliography Two Entr
Prepare four (4) new entries for your annotated bibliography. Two entries should concern the key systems of your organization, two should provide information about the style of your organization. These sources will serve as the basis of your case analysis for this module. In choosing key systems, determine which systems are most important and focus on them. Write up your bibliography as directed in Module 1 and turn in by the end of this module. When your paper is done, proofread it (use both spell and grammar checks), and then upload it. Use information from the modular background as well as any good-quality resource you can find. Cite all sources at the end of your paper.
Paper For Above instruction
Introduction
Creating an annotated bibliography is a critical step in conducting a comprehensive case analysis. It involves selecting and summarizing reputable sources that exemplify the key systems and organizational style pertinent to the organization under study. For this exercise, I have identified four scholarly and industry sources, two focusing on key organizational systems and two on organizational style. These sources will facilitate a nuanced understanding of how specific systems and styles influence strategy, privacy, transparency, and reliability within organizational contexts.
Sources on Key Systems of the Organization
The first two entries delve into the foundational systems integral to organizational operations — particularly technology and information systems. Weber and Drori’s (2011) study offers insights into how technology systems and information services underpin organizational effectiveness, especially during mergers and acquisitions. Their research emphasizes the importance of integrating technology to align with corporate strategy and culture, which directly impacts organizational privacy and transparency. They argue that even sophisticated systems must be adaptable to cultural nuances to prevent failure (Weber & Drori, 2011).
The second key system-focused source is from Cristiano Busco, Angelo Riccaboni, and Robert Scapens (2001), who explore the ramifications of incompatible accounting systems and organizational culture, coining the term "culture vultures." Their findings highlight how misaligned financial systems can erode reliability and trust, underscoring the critical role of culturally compatible key systems in supporting strategic objectives (Busco, Riccaboni, & Scapens, 2001). These sources collectively underscore that key systems are not merely technological or procedural but are deeply intertwined with organizational culture and strategic intent.
Sources on Organizational Style
The next two entries examine organizational style and its influence on systems and strategy. Emmet Seaborn’s (1999) article emphasizes the importance of aligning benefits and organizational strategy, suggesting that style—manifested through leadership approach, communication patterns, and cultural norms—shapes how systems are implemented and perceived. He stresses that a coherent style fosters transparency and trust, which are vital for organizational resilience and reliability (Seaborn, 1999).
Complementing this, Chaganti, Cook, and Smeltz (2002) investigate how styles, strategies, and systems collectively influence the growth of small businesses. Their research indicates that organizational style—particularly flexibility, innovation, and risk-taking—affects how systems support strategic goals and impact perceptions of privacy, transparency, and reliability. They argue that organizations with adaptive and transparent styles are better positioned to leverage systems effectively, enhancing overall performance (Chaganti, Cook, & Smeltz, 2002).
Discussion
These sources collectively demonstrate that organizational success hinges on the alignment of systems and style with strategic priorities. Systems such as technology, financial, and information management serve as operational backbone, but their effectiveness relies on compatible organizational culture and leadership styles. For example, Weber and Drori (2011) show that technological integration during mergers must consider cultural compatibility, while Busco et al. (2001) emphasize that financial systems embedded in organizational culture can bolster or undermine reliability. Simultaneously, Seaborn (1999) and Chaganti et al. (2002) highlight that organizational style—encompassing leadership, communication, and risk tolerance—determines how well systems support transparency, privacy, and strategic growth.
An integrated approach that harmonizes systems with organizational style is essential for promoting transparency and privacy. For instance, organizational culture that values openness encourages the deployment of transparent IT systems, which enhances stakeholder trust. Conversely, rigid or secretive styles may hinder the effective use of systems, leading to decreased reliability. Therefore, organizational leaders must understand the interplay between systems and style to foster an environment conducive to strategic success.
Conclusion
The selected sources provide valuable insights into how key systems and organizational style impact strategies and operational effectiveness. They underline the necessity for organizations to carefully align their technological and procedural systems with their cultural and leadership styles to ensure privacy, transparency, and reliability. Understanding this dynamic is critical for developing resilient, trustworthy organizations capable of navigating complex environments.
References
Busco, C., Riccaboni, A., & Scapens, R. (2001). Culture vultures. Financial Management, 30-32.
Chaganti, R., Cook, R. G., & Smeltz, W. J. (2002). Effects of styles, strategies, and systems on the growth of small businesses. Journal of Developmental Entrepreneurship, 7(2), 1-20.
Seaborn, E. (1999). Strengthen links between benefits and strategy. HR Focus, 76(6), 11-13.
Weber, Y., & Drori, I. (2011). Integrating organizational and human behavior perspectives on mergers and acquisitions. International Studies of Management & Organization, 41(3), 76-95.