Research Report Assignment: 2,500 Words, 10 Pages

Research Report Assignment 2500 Words Report A 10 Page 10 Report

Research Report Assignment: 2500 words report a 10-page (+-10%) report on what you have learned about your hedgehog theoretical topic. This assignment will represent your interest in the organizational theory topic and your point of view about it within the context of research, information, cases, and related theories from the organizational management literature. You will develop a clear and concise thesis and description of the theory topic, using scholarly research in APA format. You will review and analyze the work of scholars on the topic and will reference at least one relevant case study (from the literature and/or from your own experience). You will evaluate the contributions of other management theorists, synthesize their work, and propose your own approach, view, or solution(s) to the issue, integrating the theory as much as possible within the other theoretical organizational concepts. In the final 2 paragraphs you will evaluate your own process of learning (meta-analysis) relative to the entire process from the moment you chose this hedgehog topic to the point where you are turning in the final version of your research report.

Section 1 - Introduction - Thesis Statement of the Theory and its Importance to Organizations and to You (based on the introduction to your annotated bibliography assignment) · State the issue or question clearly and concisely. The organizational management issue or question must be stated with clarity so that any adult reader could understand it. · Explain in a compelling and persuasive manner why the organizational management issue or question is important to managers (and back up these claims with facts, data, and/or logic). The importance of the problem, issue, or question must be stated persuasively, using authoritative sources and/or logic to back up assertions that are made. · Explain in a compelling and persuasive manner why the organizational management issue or question is important to you as a manager or potential manager.

Section 2 - Body - Discovery and Analysis of Work by Published Organizational Theorists · Investigate the organizational management issue or question by consulting at least 5 authoritative and relevant sources of information. The sources of information about the issue or question must be directly relevant to the topic (as described in the introduction) and must be authoritative (from peer-reviewed sources). Non-scholarly literature may be used but only above and beyond the minimum number of scholarly sources. (The basis for this portion is your annotated bibliography.) · Present a well-rounded representative sample of authoritative perspectives on the organizational management issue or question. Differing theorists AND points of view should be represented. Putting the issue or question into a contextual relationship with other organizational theory concepts is especially important. · Look at the issue through the lens of a particular instance such as an organizational case study. Apply the theory to a particular organizational issue or setting.

Section 3 - Conclusion - What Do You Think? What Would You Do as a Manager? · Present your own perspective on the management issue or question and compare this perspective to the perspectives of authorities on the subject. · Apply the ideas of others as well as your own ideas to the issue or question in a way that could directly benefit a relevant organization or industry. Consider the issues involved in applying a "solution" or “approach”. · Include a short (2 paragraph) meta-analysis of the entire experience, starting with the interest survey at the beginning of the course, continuing through the issue identification, library research experience, case study, the essay, the mid-term assessment, and the research report. Synthesize this experience into a reflection on the process and the outcome. Also attaching annotated bibliography which summarizes my thesis statement. Attaching example paper.

Paper For Above instruction

The focus of this research report is on the organizational management theory popularly known as the "hedgehog concept," derived from Jim Collins' seminal work, which emphasizes clarity of focus and core competencies. The concept articulates that organizations should identify their central purpose, or their "hedgehog," which encapsulates what they are best at, what drives their economic engine, and what they are deeply passionate about. This clarity of purpose enables organizations to align their strategies, processes, and resources effectively to achieve sustained success. In this report, I explore the significance of the hedgehog concept within the broader context of organizational theory, evaluate scholarly perspectives, analyze case studies, and present my own insights as a future manager.

Introduction

The core question addressed in this report is: How can organizations leverage the hedgehog concept to improve strategic clarity and operational effectiveness? This question is critical because many organizations struggle with strategic ambiguity, which hampers decision-making and resource allocation. The ability to pinpoint a unifying organizational purpose—the "hedgehog"—is essential for achieving competitive advantage in today's complex environment. According to Collins (2001), organizations that focus on their hedgehog achieve superior performance over those with scattered or unclear strategies. This issue is particularly important for managers who seek to create coherent, focused strategies amid rapid market changes and technological disruptions.

The importance of this issue to organizations cannot be overstated. Organizations often fall prey to mission drift, distraction by superficial opportunities, or misaligned goals, which dilute their core strengths. The hedgehog concept offers a remedy by simplifying strategic priorities and fostering disciplined execution. For managers, understanding and applying this concept can mean the difference between organizational inertia and dynamic growth. As a potential manager, I find this approach compelling because it advocates for clarity, focus, and perseverance—qualities that are vital in leadership. It encourages a disciplined pursuit of excellence aligned with an organization's unique identity.

Body: Discovery and Analysis of Work by Published Organizational Theorists

Jim Collins’ introduction of the hedgehog concept represents a paradigm shift from traditional strategic planning, emphasizing focus over diversification (Collins, 2001). His research into "Good to Great" companies revealed that clear understanding of what constitutes the core of an organization significantly correlates with long-term success. Other scholars, such as Porter (1996), have emphasized the importance of strategic positioning, which aligns well with the hedgehog’s focus on core competencies. Porter’s competitive strategies—cost leadership, differentiation, and focus—complement the hedgehog by providing frameworks to sustain competitive advantage.

In his work, Senge (1990) introduces the concept of the learning organization, which supports the hedgehog by advocating for continuous reflection and adaptation. This aligns with Collins’ emphasis on discipline and relentless focus. Conversely, Mintzberg (1994) criticizes overly rigid strategic frameworks, warning that organizations must remain adaptable and responsive to environmental shifts. This critique highlights the necessity for a balanced approach—focusing on core strengths while maintaining flexibility to adapt when market conditions change.

An illustrative case study is Southwest Airlines, which exemplifies the hedgehog concept. Southwest consistently focused on low-cost, high-efficiency air travel within the United States—its core passion, economic engine, and expertise. Analyzing Southwest through Collins’ lens reveals how strategic clarity fostered disciplined operational procedures, brand loyalty, and sustained profitability despite industry downturns. This case underscores the practical effectiveness of identifying and maintaining focus on a core strategic concept (Gittell, 2003).

Furthermore, recent research by Collins and Hansen (2011) suggests that mastering a single, clear hedgehog can serve as a springboard for innovation and growth, provided organizations remain vigilant to environmental changes. However, some scholars warn that excessive focus can lead to complacency, stressing the importance of maintaining a learning posture and staying alert to external signals.

Conclusion: What Do You Think? What Would You Do as a Manager?

From my perspective as an aspiring manager, I believe adopting the hedgehog concept is crucial for strategic clarity and sustainable success. While authoritative figures emphasize focus, I recognize the need for flexibility to adapt to unforeseen challenges. In operational practice, I would advocate for organizations to clearly identify their core purpose—what they can be best at—and resist the temptation to deviate when facing short-term temptations, unless driven by substantive environmental shifts.

Applying the ideas of Collins and others, I would promote a disciplined approach to strategic planning, regularly revisiting and refining the organization’s hedgehog based on ongoing learning and environmental insights. This approach would help in aligning team efforts, fostering engagement, and ensuring resource optimization. In a competitive industry such as technology or healthcare, maintaining this clarity can serve as a guiding star, helping organizations sustain a unique value proposition against imitators and fleeting trends.

The reflective meta-analysis on this learning process reveals a progression from initial curiosity about organizational focus to a deeper appreciation of strategic discipline. The journey included extensive library research, analyzing case studies like Southwest Airlines, engaging with scholarly literature, and synthesizing insights into a cohesive understanding. The process reinforced the importance of critical thinking, disciplined inquiry, and the ongoing evaluation of theory within practical contexts. Overall, developing this report has enhanced my understanding of strategic focus and its vital role in effective organizational management.

References

• Collins, J. (2001). Good to great: Why some companies make the leap... and others don't. HarperBusiness.
• Porter, M. E. (1996). What is strategy? Harvard Business Review, 74(6), 61-78.
• Senge, P. M. (1990). The fifth discipline: The art & practice of the learning organization. Doubleday/Currency.
• Mintzberg, H. (1994). The rise and fall of strategic planning. Free Press.
• Gittell, J. H. (2003). The Southwest Airlines way: Using the power of relationships to achieve high performance. McGraw-Hill.
• Collins, J., & Hansen, M. T. (2011). Great by choice: Uncertainty, chaos, and luck—why some thrive despite them all. Harper Business.
• Ghemawat, P. (2001). Distance still matters: The hard reality of global expansion. Harvard Business Review, 79(8), 137-147.
• Barney, J. B. (1991). Firm resources and sustained competitive advantage. Journal of Management, 17(1), 99-120.
• Kaplan, R. S., & Norton, D. P. (1996). Using the balanced scorecard as a strategic management system. Harvard Business Review, 74(1), 75-85.
• Chakravarthy, B. S. (1986). Measuring strategic performance. Strategic Management Journal, 7(5), 437-458.