holacracy and its impact on small and large organizations

Hello, and I hope you are well. Please provide me with a properly formatted APA-style annotated bibliography using a total of five references (3 from peer-reviewed journals and 2 from online articles). The focus or stance for the final paper is on Holacracy and its impact on organizations, specifically how it benefits some, not all types of organizations. In my belief, it is most beneficial to smaller organizations that are not overshadowed by bureaucratic systems and phenomena that can work against self-directed teams, as the message/mission is potentially lost or diluted. Here are five sources I’ve compiled. Can you add three additional sources (2 from peer-reviewed journal, 1 from online article) and format accordingly around the stance mentioned above. Feel free to condense the content below to comprise the 3 pages. 🙂
1. Van De Kamp, P. (2014). Holacracy–A radical approach to organizational design. Elements of the Software Development Process-Influences on Project Success and Failure. University of Amsterdam, 13-26.
Provides a history of organizational structure and the hierarchy model that’s been used for the past century. Discusses holacracy and how it compares to Integral Theory, Sociocracy, and Requisite Control Structure. Concludes that holacracy would struggle with younger teams that are not skilled in self-organizing.
2. Velinov, E., Velinov, V., & Velinov, I. (2018). Holacracy and Obliquity: contingency management approaches in organizing companies. Problems and Perspectives in Management, 330-335. doi:10.21511/ppm.16(1).2018.32
This article describes the approach of implementing holacracy in the workplace and how companies that begin to implement this are working towards a more contemporary and modern workforce. The author discusses the benefits of this organization strategy and how smaller companies are more agile to acquire this design set up. As holacracy is discussed, more suggestions are made to develop efficiencies in the workplace also the impacts this design may have.
3. Reingold, J. (2016). THE ZAPPOS EXPERIMENT. Fortune, 173(4), 206–214.The article examines Zappos transition from the traditional management structure to holacracy. There are no longer managers, leaders, and teams, these concepts have been replaced by new terms referred to as “circles” and “lead links”. One of the drives behind Zappos decision to make the transition was to transition the way it conducted business from a politically driven organization to one that values everyone’s independence and creativity. Zappos has struggled and faced many obstacles along their journey to establish a system of holacracy including a loss of experienced employees, unclear objectives, and lack of structure leaving some employees frustrated.
The author of the article Reingold, examines both the positive and negative obstacles Zappos has faced through their transition to holacracy. He compares the current structure of holacracy to the traditional structure of management led organization. Reingold remains open-minded to the concept of holacracy, the research and support he provides show that holacracy is still a rather new concept that lacks clarity in its ability to be implemented through organizations.
Thank you very much!
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