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A faith-based nonprofit organization’s implementation of strategic planning: A qualitative study

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A faith-based nonprofit organization’s implementation of strategic planning: A qualitative study

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Content i

A Faith-based Nonprofit Organization’s Implementation of Strategic Planning:
A Qualitative Study
By
Eleanor B. Steinman

Rossier School of Education
University of Southern California
A dissertation submitted to the faculty
In partial fulfillment of the requirements for the degree of
Doctor of Education

August 2022

© Copyright by Eleanor B. Steinman 2022
All Rights Reserved

The Committee for Eleanor B. Steinman certifies the approval of this Dissertation
Alison Muraszewski
Lawrence Picus
Kimberly Hirabayashi, Committee Chair

Rossier School of Education
University of Southern California
2022

iv
Abstract
This study is a qualitative case study of one Jewish nonprofit organization, Kadima, and the
implementation of its strategic plan. The conceptual framework for this study is a modified Clark
and Estes gap analysis that seeks the ways knowledge, motivation, and organizational structure
can be improved to close performance gaps. Eleven stakeholders, board members, and senior
staff members of Kadima took part in semi-structured interviews to provide the data.
Additionally, the executive director of Kadima supplied documents that serve as data and a
means of triangulation. The findings showed that stakeholders need more knowledge to
implement the strategic plan successfully. Participants find the mission of Kadima to be highly
motivating; however, the motivation to implement the strategic plan was neutral to positive.
Other factors motivated study participants to implement the strategic plan. These included
participants’ sense of the value they contribute and positive emotions experienced through
implementing the strategic plan. Staff members lacked clarity about where Kadima was at any
time in implementing the strategic plan. Board members had a different experience as they
received regular status reports on implementation. Four influences that affect the strategic plan
implementation are meetings, reports, task forces, and adaptability. The study generated
recommendations for practice: the creation of a strategic plan job aid, alignment of staff job
responsibilities to strategic plan goals and objectives throughout the organization; the
continuation of task forces as a means to get work done; and the availability and streamlining of
report.

v
Acknowledgments
Thank you to my dissertation committee members: committee chair Dr. Kimberly
Hirabayashi, Dr. Alison Muraszewski, and Dr. Lawrence Picus. Your guidance through this
process was instrumental in the completion of this study. I am deeply appreciative of your
wisdom, talents, and encouragement.
One of the many gifts of this doctoral experience was doing it with the other members of
OCL’s Cohort 16. I appreciate the diverse viewpoints of my peers and their willingness to
collaborate, learn, and laugh together. We made it because we trusted the process. Fight on!
Thank you to my study group. Dr. Cynthia Baker, Dr. David Charles, Dr. Amy
Heerschap, Dr. Nan Ho, and Dr. Steven Holley, you are blessings in my life. Together the six of
us read, filled in a matrix, cheered each other along, and marked the meaningful life transitions
along the way. Thank you for going with me on this journey
I am grateful to my family, who lovingly supported me as I achieved another life dream.
Jessica, Ruby, Dad, Holly, Ben, and Rachael, thank you for your patience as I read, studied,
researched, and wrote. I appreciate that you understood that I needed to miss family events to do
this work. Thank you for cheering me on this journey. Mom, I know you would be cheering, too.
Finally, there are insufficient words to thank my wife, Rabbi Denise L. Eger
appropriately. Denise, your unwavering encouragement, complete devotion, profound wisdom,
and unconditional love enabled me to achieve this accomplishment. You are the political and
structural frames to my human resource and symbolic frames; together we are the whole
package. Thank you for reminding me to focus on what is most important, to believe in myself,
and that taking a break is okay. I could never have done this without you by my side,
encouraging me each day. I love you.

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Table of Contents
Abstract ........................................................................................................................................... iv
Acknowledgments ........................................................................................................................... v
List of Tables ............................................................................................................................... viii
List of Figures ................................................................................................................................. ix
Chapter One: Overview of the Study .............................................................................................. 1
Context and Background of the Problem ............................................................................ 1
Purpose of the Project and Research Questions .................................................................. 2
Importance of the Study ...................................................................................................... 2
Overview of Theoretical Framework and Methodology ..................................................... 3
Definitions ........................................................................................................................... 4
Organization of the Dissertation .......................................................................................... 5
Chapter Two: Literature Review ..................................................................................................... 6
Strategic Planning and Strategic Plans in Practice .............................................................. 6
Strategic Planning in Nonprofit Organizations ................................................................. 10
Components of Effective Strategic Plan Implementation ................................................. 16
Barriers to Strategic Planning ............................................................................................ 17
Conceptual Framework ..................................................................................................... 20
Conclusion ......................................................................................................................... 23
Chapter Three: Methodology ........................................................................................................ 24
Research Questions ........................................................................................................... 24
Overview of Design ........................................................................................................... 24
Research Setting ................................................................................................................ 26
The Researcher .................................................................................................................. 27
Data Sources ...................................................................................................................... 27

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Validity and Reliability ..................................................................................................... 30
Ethics ................................................................................................................................. 30
Chapter Four: Findings .................................................................................................................. 32
Participating Stakeholders ................................................................................................. 33
RQ 1: What Are Kadima Stakeholders’ Knowledge of the Implementation and
Outcomes of the Strategic Plan? ........................................................................................ 33
RQ 2: How Motivated Are Kadima Stakeholders to Implement the Strategic Plan? ........ 38
RQ 3: What Are the Organizational Influences Affecting the Implementation of
Kadima’s Strategic Plan? .................................................................................................. 42
Summary ............................................................................................................................ 50
Chapter Five: Recommendations .................................................................................................. 51
Discussion of Findings ...................................................................................................... 51
Recommendations for Practice .......................................................................................... 53
Limitations and Delimitations ........................................................................................... 57
Recommendations for Future Research ............................................................................. 57
Conclusion ......................................................................................................................... 59
References ..................................................................................................................................... 61
Appendix A ................................................................................................................................... 73

viii
List of Tables
Table 1: Data Sources 26

ix
List of Figures
Figure 1: Conceptual Framework for Study 23

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Chapter One: Overview of the Study
Nonprofit organizations contribute an estimated $250 billion to the U.S economy;
however, only 46% of organizations have formal written strategic plans, which demonstrates this
is a problem (Crittenden & Crittenden, 2000; Hu et al., 2014). The evidence highlights 9,482
Jewish nonprofit organizations in the United States, including 3,727 synagogues (Burstein,
2011). This study addresses the concern of strategic plan implementation in a Jewish nonprofit
organization (JNO) that works in the social justice space and has a $4.5 million budget. This
problem is critical to address because a nonprofit organization needs to consider resource
allocation and financial stability to survive, and strategic plans may be helpful (Rana et al.,
2017).
Context and Background of the Problem
Strategic planning is a tool used by both for-profit and nonprofit businesses to assess
threats and develop mission-driven strategies to achieve organizational goals. The term strategic
plan is rooted in the military, where it refers to efforts to gain an advantage over one’s
competitors (Mallon, 2019; Rana et al., 2017). A strategic plan targets the critical stakeholder,
customer, or client and creates congruence between stakeholders and system designs (Kenny,
2018a). Often utilized in the for-profit sector, nonprofit organizations' strategic plans increase
effectiveness by articulating objectives and exposing growth areas (McHatton et al., 2011).
The nonprofit sector may benefit from strategic planning. Crittenden and Crittenden
(2000) note that the nonprofit sector contributes an estimated $250 billion to the U.S. economy;
therefore, strategies to effectively use resources and achieve goals are significant to the sector’s
continued growth. Further, from 2006 to 2016, the number of religious nonprofits reporting to
the IRS increased by 4.5% (McKeever & Pettijohn, 2014). This research found that religion-
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related nonprofit organizations had the most significant proportional increase, from $13.2 billion
in revenue in 2006 to $19.4 billion in 2016. However, Gallup polling showed that attendance at
church and synagogue services declined from 1992 to 2013, and some researchers note a decline
in giving that coincides with decreased worship attendance (Raymond & Kaukab, 2014).
Approximately 7.5 million people identify as Jews in the United States, making up about
2.4% of the population (Pew Research Center, 2021). Guidestar recognizes 4,421 JNOs in its
database of 1.8 million IRS-recognized organizations (Directory of Jewish Charities and
Nonprofit Organizations within Religion, n.d.). However, research indicates that it is difficult to
quantify the amount the Jewish community donates because Jews give both to JNOs and other
types of nonprofit organizations (Kelman et al., 2017; Shaul Bar Nissim & Brookner, 2019).
Purpose of the Project and Research Questions
This study explores how one JNO, Kadima, a pseudonym, implemented a strategic plan
to understand where the plan was efficacious in creating outcomes and deliverables and where it
was not helpful for the organization's future.
The dissertation study will explore these research questions:
1. What are Kadima stakeholders’ knowledge of the implementation and outcomes of the
strategic plan?
2. How motivated are Kadima stakeholders to implement the strategic plan?
3. What are the organizational influences affecting the implementation of Kadima’s
strategic plan?
Importance of the Study
This study is important because it will provide concrete data about one JNO’s strategic
plan implementation. Crittenden and Crittenden (2000) found that only 46 percent of nonprofit
3

organizations use strategic plans compared to 94 percent of for-profit enterprises. This gap
demonstrates an opportunity for JNOs to be more effective.
Studying the Jewish nonprofit world is vital because Jewish organizations differ from
faith-based nonprofits. After all, Judaism is considered both a religion and an ethnic group
(Schneider, n.d.). The Pew Study (2021) showed that there is no uniform consensus on what
being Jewish means, though a decreasing number of Jews identify religion as part of their
Jewishness. There is minimal peer-reviewed literature about the use of strategic plans in JNOs,
and the existing literature is more than ten years old. Donshik (2009) surveyed the changing
nature of the Jewish nonprofit landscape. Rubin (2000) documents the changes in one Jewish
nonprofit organization from 1998 to 2000, including the work of the strategic plan. Austin (2002)
authored a case study of nine Jewish nonprofit organizations engaged in strategic planning from
1992-2002; this is the most comprehensive study of the role of strategic planning in the Jewish
nonprofit world.
Overview of Theoretical Framework and Methodology
The theoretical framework for this study is a modified version of Clark and Estes’ gap
analysis. I selected it because of the focus on analyzing performance gaps (Clark & Estes, 2008).
The knowledge, motivation, and organization (KMO) approach Clark and Estes use for analysis
will enable me to study how one JNO uses strategic planning as a tool (Clark & Estes, 2008).
Clark and Estes’ modified gap analysis is an appropriate theoretical framework for this study
because it will enable the researcher to understand KMO within the organization and highlight
any performance gaps. This will lead to a robust set of recommendations. A theory of change is a
hypothesis about how a program brings about its effects and includes the logic of an intervention,
underlying assumptions, and the pre-conditions for the interim outcomes to achieve long terms
4

goals (Merriam & Tisdell, 2016). The theory of change for this study is that strategic plans are a
valuable tool for Jewish nonprofit organizations. To arrive at the ideal state, all the stakeholders
need to clearly understand their role in achieving the outcomes outlined in a strategic plan.
Research design
This study will be a qualitative case study. A qualitative study seeks to understand how
people make meaning and interpret their experiences; this method of data collection will allow
for a holistic approach to the knowledge of strategic plans implementation and enable research
participants to express their thoughts and experiences in an open-ended fashion (Creswell &
Creswell, 2018; Merriam & Tisdell, 2016). A case study describes a bounded system where the
researcher is the primary instrument for data collection (Creswell & Creswell, 2018). This study
will be a helpful approach because it delineates the unit of study, one Jewish nonprofit
organization, and aligns with the application of Clark and Estes’ modified gap analysis.
Definitions
There are four definitions needed by the reader of this study to understand my approach.
Nonprofit organizations
These organizations focus on social causes and the betterment of society rather than on
profits (Rana et al., 2017). Further, nonprofit organizations have tax-exempt advantages in the
United States and are not income-focused; instead, they are mission-focused (Rana, et al., 2017).
Strategic implementation
This process turns strategic plans into measurable actions to achieve goals (Chukwuma,
2020).
Strategic plan
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This is the organization's process to differentiate itself from competitors to achieve its
mission (Mallon, 2019). The roots of this approach come from the military and are often used in
the private sector (Rana et al., 2017). Nonprofit organizations use strategic plans to ensure their
survival and to meet, with urgency, the demands of society (Rana et al., 2017). Pope et al. (2018)
suggest that a strategic plan’s purpose is to break an organization’s vision into goals.
Jewish nonprofit organization (JNO)
There is a debate about what constitutes a JNO (Donshik, 2009). One definition is that
the donors to the organization are Jewish, while another suggests that tenets of Judaism are part
of the organization’s mission and vision (Donshik, 2009). JNOs, for this study, are nonprofit
organizations per the standards maintained by the United States Internal Revenue Service that
uses tenets and principles of Judaism to define their mission.
Organization of the Dissertation
This dissertation is five chapters in length. Chapter One gives context and background to
the problem along with critical definitions, the purpose of the research project, research
questions, and an overview of the theoretical framework and methodology. Chapter Two is the
literature review and the conceptual framework that guides this study. Chapter Three describes
the design for this study. Chapter Four illustrates the findings from the study. Finally, Chapter
Five delves into the study findings and contains proposed recommendations.
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Chapter Two: Literature Review
The conception of strategic plans dates to both ancient Greece and China. Two thousand
four hundred years ago, Sun Tzu’s The Art of War, told of a director of strategy (Mintzberg,
1994). In ancient Greece, each of the tribes elected a strategos to lead its military regiment.
However, at the battle of Marathon in 490 BCE, a group of advisers counseled the leader about
how to win all wars instead of focusing on troops in one battle (Blackerby, 1994). By the 1960s,
in the United States, most Fortune 500 companies used strategic plans. While strategic plans
stem from usage in the military, the private sector is the primary focus of the literature on
strategic planning in modern times (Ansoff, 1957; Rana et al., 2017). A key difference in the
plans is that military plans focus on contingencies while business planning anticipates trends
(Ansoff, 1957; Elbanna et al., 2016).
This chapter begins with a review of the literature about strategic planning and strategic
plans in practice. I then focus on strategic planning in nonprofit organizations. In the next
section, I describe the components of effective strategic plan implementation. Next, I review the
literature on the barriers to strategic planning. Finally, I conclude this chapter by discussing the
conceptual framework that guides this case study. While there is literature about nonprofit
organizations’ use of strategic planning, there is a gap in literature concerning the
implementation of strategic planning and the barriers to strategic planning in religious nonprofit
organizations, particularly Jewish nonprofit organizations. This work will help to close the gap.
Strategic Planning and Strategic Plans in Practice
Strategic planning is a formalized, systematic process that provides a means to develop
strategy and articulate implementation and control (Bryson & Edwards, 2017; Mallon, 2019;
Mintzberg, 1994; Rana et al., 2017; Wolf & Floyd, 2017). Bryson (2010) describes strategic
7

planning as the process by which an organization articulates who it is, what it does, and why.
Thereby, “strategic planning is not one thing, but is instead an adaptable set of concepts,
procedures, tools, and practices intended to help people and organizations figure out what they
should be doing, how, and why” (Bryson, 2010, p. 257).
Strategic plans are a management tool to create a mission and vision with executable
markers (Chukwuma, 2020; Pope et al., 2018). Generally, a strategy is a unifying thread or logic
that holds a business together (Blackerby, 1994). Mallon (2019) describes strategic plans as a
means by which an organization can differentiate itself from others. Further, Mallon contends
that strategic plans are not documents with goals and objectives: instead, they are tools an
organization can use to set itself apart from its competitors. Strategic plans describe a future-
focused vision process with organizational accountability at the center.
Several terms are synonymous with strategic plans. Systems design is another descriptor
of strategic plans suggested by Kenny (2018a). Elbanna et al. (2020) indicate that strategic
implementation is synonymous with strategic planning. These terms provide a framework for
understanding the purpose of strategic plans.
Strategic Plans as Genre of Business Literature
The strategic plan is a genre of management literature. Vaara et al. (2010) found that
strategic plans possess five features: self-authorization, special terminology, discursive
innovation, forced consensus, and declarative statements to convey imperatives. The researchers
suggest that strategy documents have the potential to inspire change in an organization and,
beyond it, in society. Cornut et al. (2012) found that strategic plans were less negative and used
praise and satisfaction language 2.8 times more often than annual reports from the S&P 500
8

when considered a type of business literature. Strategic plans are unique documents worthy of
study.
Importance of Strategic Planning
Strategic planning is essential because it creates a process for an organization to articulate
its strategic direction for a fixed period that may, in turn, give the organization a competitive
advantage. Mallon (2019) emphasizes that the purpose of strategy is about an organization’s
differentiation from others in the sector and its continued success. There is also a view that
strategic plans deliver value to the organization’s stakeholders while meeting organizational
objectives (Kenny, 2018a). Creating public value is the ultimate purpose of strategic planning in
the public sector (Bryson, 2018). Public value is the benefit to society derived by organizations
fulfilling their purpose. There are many reasons for an organization to utilize strategic planning.
Strategic plans provide organizations with a framework to make decisions. Bryson (2018)
notes three reasons to use strategic plans. First, programs encourage strategic thinking focused
on core purpose or goal attainment. Second, strategic plans improve decision-making by
focusing on core issues and creating a framework for actionable responses. Finally, plans
enhance organizational effectiveness by addressing major corporate concerns while allowing for
responsiveness to situations as they emerge.
Thoughtfully crafted strategic plans that include precise implementation methods can
present organizational opportunities. Elbanna et al. (2020) studied 182 semi-government firms in
Abu Dhabi and reported that organizational performance and outcomes can improve if a strategic
plan is implemented effectively. Wallis and Frese (2020) note there is potential for strategic
plans to improve or enhance organizational cohesion in the face of uncertainty; however, most
9

strategic plans are not highly systematic and therefore ineffective. In short, Wallis and Frese
suggest the world is more complex than a linear plan might be able to describe.
Process for Strategic Planning
The for-profit and nonprofit sectors share elements of strategic planning processes and
what may result in the form of a published plan. One key feature of strategic plans is that they
are time-bound and future-oriented (Boateng et al., 2016). Leardini et al. (2014) suggest the
process of creating a plan includes the following steps: clarification of mission and values;
strengths, weaknesses, opportunities, and threats (SWOT) analysis; defined strategy including
action plans for the short and medium-length term; and allocation of finances by long-term
objectives that are strategy consistent. Kenny (2018b) suggests six steps for the creation of a
planning process: recognize key stakeholders; identify target customers; identify organizational
needs from each stakeholder; determine critical decision-making criteria required by
stakeholders; design the strategy including stakeholders' current and future needs; create
parameters to adjust for continuous improvement. The final product then congruences
stakeholders and operational objectives (Kenny, 2018a).
There are a variety of processes by which an organization might create a strategic plan.
Wolf and Floyd (2017) did a literature review of journal articles on strategic planning. They
found that middle managers are the critical strategy shapers in an organization because they have
better access to all the stakeholders. They also suggest several planning tools, including capital
budgeting methods, scenario analysis, SWOT, internal success factors, the study of competitors
and stakeholders, and cognitive mapping. Wallis and Frese (2020) suggest total productive
maintenance, just-in-time, total quality management, and SWOT as possible approaches to
strategy creation. Amrollahi et al. (2019) offer a new process for planning called open strategic
10

planning that relies upon three characteristics: inclusiveness, transparency, and use of
information technology.
Strategic planning in the nonprofit sector happens in some unique ways. Reid et al.
(2014) note the practice of a planning retreat followed by an annual board review as
commonplace in the formulation of planning. However, researchers claim this is no longer
adequate. Reid et al.’s (2014) study found the importance of resource allocation, specifically
money, to ensure the successful implementation of strategic planning. An organization might
utilize various planning techniques; the key to the success of a strategic plan is accountability for
the plan's objectives and ongoing recalibration of the plan for changing market conditions.
Strategic Planning in Nonprofit Organizations
Strategic planning is a tool and process by which an organization, for-profit or nonprofit,
assesses threats and creates mission-driven strategies to achieve organizational goals (Hu et al.,
2014; Kenny, 2018a; Mallon, 2019; Solender, 1992). This study’s purpose is to explore how one
JNO implemented a strategic plan to understand where the plan was efficacious in creating
outcomes and deliverables and where it was not helpful for the organization's future. Bryson
(2010) noted that strategic planning and implementation are complementary activities and be
adapted to an organization’s particular context. Laurett and Ferreira (2018) describe the
challenges that nonprofit organizations face as they experience increased pressure to innovate
and use strategic planning as a process and tool to mitigate increases in competition and scarcity
of resources.
Nonprofit organizations play a critical role in the health of our society (Bryson, 2018;
Morris et al., 2018; Rana et al., 2017). The organizational missions of nonprofit organizations
include the alleviation of poverty, improving education, creating economic opportunity, support
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for the health care system, sustaining the arts, and providing for religious life (Akingbola et al.,
2019; Burstein, 2011; Morris et al., 2018; Pope et al., 2018). An estimated $143 billion is
contributed via charity each year, corresponding to an estimated $250 billion to the U.S economy
and the nonprofit sector (Crittenden & Crittenden, 2000). The work of nonprofit organization
center on the organizational mission.
The Purpose of Mission for Nonprofit Organizations
Nonprofit organizations are defined by their mission (Akingbola et al., 2019; Bryson,
2010; McDonald, 2007; Pope et al., 2018). Akingbola et al. (2019) define mission as the “basis
of the systems, processes, and interactions that are central to the services and meeting the
expectations of the stakeholders, including employees and volunteers” (p. 39). Pope et al. (2018)
report that 91% of large nonprofit organizations list a mission statement on their website
compared to 72% of for-profit companies. Nonprofit effectiveness is measured by mission
accomplishment, while corporate achievements are measured by growth and value to
stakeholders (Reid et al., 2014).
The senior management and the board of directors are responsible for developing the
organizational mission (McDonald, 2007). This is true of all nonprofit organizations, including
Kadima, the case study organization for this research project. The research suggested that a well-
crafted mission statement can encourage innovation as it will inspire stakeholders to achieve it.
Strategic planning is a means by which nonprofit organizations unite stakeholder views and
create a tool to operationalize the organizational mission by exposing needs and defining
objectives (McHatton et al., 2011). Kadima must shape its business models to support these
needs and objectives as a nonprofit.
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Organizational Structure
A nonprofit organization’s work is to address emergent problems and issues in society
(Akingbola et al., 2019). While that is the work a nonprofit might do, the funding for the
organization comes from many potential sources, including the government, individual gifts,
corporate gifts, and grants (Akingbola et al., 2019; Rana et al., 2017). Funding is a significant
area of attention for any nonprofit organization. Cooney and Lynch-Cerullo (2014) found in their
case study that nonprofits are under more pressure to demonstrate performance and provide
factual data to their funders and stakeholders. As a nonprofit grows in capacity, budget size, and
usefulness, the organization typically goes through a period of professionalization (Valeau et al.,
2019). The process in the organization’s lifecycle involves a transition from volunteers to paid
workers and a need for an evolving governance structure, according to Valeau et al. (2019).
These organizational structures are part of the problem of practice as I seek to understand how
one JNO implements its strategic plan and how one organization charts its future course.
Stakeholders
Nonprofit organizations have stakeholder groups, including a volunteer board, paid staff,
donors or funders, volunteers, and clients. The data that will comprise this study comes from
stakeholders of a JNO. Elbanna et al. (2016) suggest that for-profit organizations’ strategic
planning processes must consider stakeholders as they are the ultimate beneficiaries. An ideal
method for a nonprofit would be to engage all stakeholder groups in the strategic planning
(Leardini et al., 2014). However, the structure of nonprofit organizations differs from profit-
seeking entities, especially as it pertains to stakeholders.
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Board Members and Donors
Board members have a unique responsibility for any nonprofit organization's governance,
resource allocation, and success. McHatton et al. (2011) used a mixed-methods study of one
organization’s constituents and found that members-at-large wanted more opportunities to take
roles in governance. Their study also found that members see themselves in limited roles, though
board members and members have different ideas of the length of commitment and what roles
might look like. Leardini et al. (2014) found that strategic planning is a crucial governance tool,
a board responsibility, and aids an organization’s board in thinking and acting deliberately. It is
not always the board's job to do strategic planning. There may be an outside consultant or special
board committee; the board is accountable for the organization’s survival (Leardini et al., 2014).
There is a trend among donors to express interest in professional practices and strategic
management at nonprofit organizations, each of which donates resources to the organization
(Laurett & Ferreira, 2018). Further, donors demonstrated a willingness to fund professional
management practices in nonprofit organizations in addition to more generalized funding for the
nonprofit mission (Laurett & Ferreira, 2018). Raymond and Kaukab (2014) did a specific study
of faith-based nonprofit organizations and charitable giving. While not specific to strategic
planning, their recommendations show the complex relationship between the organization and
donors. The recommendations from the study are to be faithful to the mission and communicate
transparently, communicate with the market and not only with those involved, understand the
complete universe of competition, segment the market, establish a community context and
explain that impact to the community, collect evidence, and consider whether or not a religious
affiliation is useful (Raymond & Kaukab, 2014).
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Volunteers and Paid Professionals
Volunteers and paid professionals are the human resources of nonprofit organizations.
Employees and volunteers can be understood as the human capital by which the organization
functions (Akingbola et al., 2019). Often, the nonprofit workforce has a strong commitment to
the organizational mission because remuneration is lower than the market level for nonprofit
employees (Hume & Leonard, 2014). Valeau et al. (2019) describe the nonprofit lifecycle in
their study of 227 French nonprofits. This study noted that volunteers’ influence declines as paid
workers are hired and funding is diversified. Further, Valeau et al. (2019) found that funders tend
to require professionalization of the organization. Paid employees demonstrate
professionalization. However, while intrinsically motivated to work, those employees are
sometimes enthusiastic amateurs rather than professional administrators and are compensated for
their expertise and experience (Brandtner, 2021).
Nonprofit organizations face a few significant employee hurdles, such as recruiting new
employees and ensuring those employees have the right managerial skills. Sargeant and Day’s
(2018) quantitative study received 1,141 usable responses that suggested that from 2003 to 2013,
the nonprofit sector grew by 19.5%. This study also demonstrated that this sector would need
80,000 new senior-level employees to keep up with demand.
Stakeholders, specifically board members, and staff, will supply their insights into the
implementation of the strategic plan for this study. The interviews will focus on the unique
perspective of stakeholders, their experience of the strategic plan, their knowledge of the plan,
and the way they find the strategic plan implementation.
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Faith-based or Religious Nonprofit Organizations
JNOs are part of the subset of nonprofit organizations understood as religious or faith-
based nonprofit organizations. Wittberg (2013) defines a faith-based organization as an entity or
organization created by a religious entity to implement a specific ministry, program, or service.
The faith-based component of the organization is often present as the rationale for the
organization’s establishment. While faith shapes the organization’s mission, the organization
might not necessarily serve people of faith exclusively (Askeland, 2015). Religious organizations
are unique in the nonprofit sector (Fulton, 2020). Religious or faith-based organizations can have
multiple, sometimes competing identities. Fulton (2020) describes this identity as formed by
objective features, subjective experiences, and the surrounding environment.
Jewish nonprofit organizations are unique within the religious nonprofit sector because of
the size of the Jewish population, the number of organizations that serve the Jewish community,
and the reality of the structures for philanthropy and communal assistance where Jews lived. The
Jewish population in the United States is approximately 7.5 million, about 2.4% of the adult
population (Pew Research Center, 2021). There are 9,482 Jewish organizations listed in the
Internal Revenue Service (IRS) database of nonprofit charitable organizations that serve various
purposes of services for the community (Burstein, 2011). Shaul Bar Nissim and Brookner (2019)
did a study of philanthropic organizations and philanthropic behaviors and 21,034 Jewish
funding organizations. Einolf (2017) describes that the Jewish community has valued
philanthropy since ancient times. In the modern period, Jews were often barred from
participation in philanthropy and government assistance and needed to create structures to care
for the less fortunate in society (Einolf, 2017). There are studies about the United States and
world Jewish community and its nonprofit organizations and philanthropy. However, there are
16

no specific studies about the implementation of strategic planning in Jewish nonprofit
organizations.
Components of Effective Strategic Plan Implementation
Effective implementation of strategic planning is the lynchpin of successful
organizational change (Elbanna et al., 2020; Kenny, 2018a; Siraj & Ismail, 2015; Wolf & Floyd,
2017). Crittenden and Crittenden (2008) indicated that "implementation is a critical cornerstone
or ally in the building of a capable organization, and the use of the appropriate levers of
implementation is the pivotal hinge in the development of the organization" (p. 301). Further,
they explained that implementation is based upon two main variables: structures and managerial
skills. Structures are the framework in which companies operate. The four critical levers for
implementation at the structural level: are actions, programs, systems, and policies. Managerial
skills are discretionary behaviors managers utilize within the companies’ structures. The four
managerial levers are interacting, allocating, monitoring, and organizing.
Successful strategic plan implementation occurs when stakeholders are held accountable
for their responsibilities. Twaissi and Aldehayyat (2021) noted that stakeholders who
participated in strategy formulation expressed greater willingness to ensure a strategic plan’s
successful implementation. Sargeant and Day (2018) found that less than half, 47.4%, of
employees’ job performance was evaluated against the strategic plan’s outcomes. This leads to
challenges to employee motivation to persist with strategic plan implementation and to the
efficacy of the implementation of strategic plans at all. Further, Holland (2002) found that
nonprofit boards address their accountability and expect staff to account for outcomes because
this is typically the experience in the for-profit sector; however, there are few studies about how
nonprofit boards handle accountability.
17

Marin (2015) described six characteristics that, if present, lead to the successful
implementation of strategic planning. First is stability, maturity, and effectiveness. The
commitment of resources, especially financial resources, are the second trait. Stakeholder
engagement in the process and implementation is another. Organizations with capacity and
commitment toward monitoring and evaluation as practices demonstrate another characteristic.
Marin suggests that a transformational leader is the best type of person to ensure an
implementation process is successful. Finally, a 24/7 culture of strategy, learning, and doing is a
characteristic of success because the strategic planning project is not a one-time event. There are
straightforward approaches to effective implementation; however, there are also barriers to
success.
Barriers to Strategic Planning
Strategic planning can be an effective practice for an organization, but there are also
impediments to its success (Barrows, 2009; Brandtner, 2021; Dahmus & Wooten, 2012;
Mintzberg, 1994). Elbanna et al. (2020) noted that strategic planning is useful only when coupled
with the implementation of the plan’s objectives. In other words, a strategic plan’s objectives
must be aligned with the plan's implementation process. Too often, they are not related, and
plans are not successful. Relatedly, in a survey of 117 journal articles, Wolf and Floyd (2017)
found that only 11% of managers expressed satisfaction with the results of strategic planning,
though strategic planning is a widespread practice. Managers' rating of satisfaction here is
reflective of the amount of effort expended in planning, 11% indicating it was not a good use of
the resource of time (Mankins & Steele, 2006). Crittenden and Crittenden (2008) found that 95%
of a company’s employees do not understand or are not aware of their company’s strategy,
indicating a gap in strategy formulation to performance. Though strategic planning is useful,
18

specific practices may impede success. In my study, it will be essential to identify any barriers to
implementing the strategic plan if any exist and consider whether or not they align with the
findings from the literature.
Henry Mintzberg (1994) is a critic of strategic planning in both for-profit and nonprofit
organizations. He wrote, “…the term ‘strategic planning’ has proved to be an oxymoron” (p.
321). Mintzberg’s work found that the moment strategy is articulated into a plan, it ceases being
strategic because planning is about analysis, and strategy is about synthesis (Moore, 2018).
Mintzberg (1994) described three obstacles to strategic planning; predetermination, detachment,
and formalization. Predetermination is not possible because innovation is continuous. Thereby it
is unreasonable for an organization to pause to plan because the world does not (Mintzberg,
1994). They explain that detachment refers to the need for complex data and the paradox that
once hard data exists for analysis, it is too late for it to be useful or instructive (Mintzberg, 1994).
Finally, Mintzberg described formalization as challenging because strategic planning is not
synonymous with strategy formation. Mintzberg's critiques of strategic planning as a practice are
the foundation for more specific descriptions of barriers to planning in literature.
There are several ways that strategic planning can falter. Wallis and Frese (2020) found
that most plans are not highly systematic and, therefore, ineffective in goal attainment. Highly
systematic means plans are linear and fail to account for the complexities of the real world.
Another identified barrier to strategic planning’s effectiveness is the role of trust (Amrollahi et
al., 2019). Chukwuma (2020) conducted a quantitative study on strategic plan implementation
and found that 73.56% of an organization’s work was not captured in the plan. They also found
that 41.51% of respondents reported a lack of timely communication about strategic objectives.
19

The financial performance promised by strategic plans was realized by 63% of companies
(Crittenden & Crittenden, 2008).
Managers’ individual responsibility for strategic planning also presents barriers. Barrows
(2009) found four reasons strategic planning is ineffective based solely on the actions of
managers. First, managers skip rigorous analysis because they rely too heavily on their
experience instead of the data. Second, managers assume that strategy can be built in one day.
Third, there is a failure to link strategic planning with execution. Finally, managers dodge
strategy review meetings, according to Barrows’ research.
Additional barriers to strategic planning include how the process is viewed and the type
of data used to formulate the plan (Bryson, 2010; Laurett & Ferreira, 2018; Rana et al., 2017).
Rana et al. (2017) noted that strategic planning in the nonprofit sector tends to be qualitative, not
quantitative, which impacts a plan’s accuracy. Data collection is one step in strategic planning,
and when it is only qualitative, it is missing a broader dataset that can inform decision-making
and the strategic plan’s objectives.
Dahmus and Wooten (2012) present a case study of one nonprofit organization in their
research about barriers to strategic planning. This research found four obstacles to strategic
planning. First, board members preferred to focus on operational issues, not strategy issues,
including planning. Second, the board members did not possess expertise in strategic planning,
although the membership included several professionals. In this case study, the board
membership consisted of many individuals best described as followers, not individuals with
experience in strategic planning. Finally, Dahmus and Wooten (2012) found the meeting
management practices were absent from the board meetings, leading to challenges in the
facilitation of the strategic plan.
20

Literature about the barriers to strategic planning in Jewish nonprofit organizations does
not exist. Austin (2002) wrote an article about the role of strategic planning in Jewish nonprofit
organizations; however, there is no discussion of barriers. There are studies about the change
processes of individual Jewish nonprofit organizations (Shaul Bar Nissim, 2018). Studies also
exist about fundraising in Jewish nonprofit organizations (Lerner, 2011; Shaul Bar Nissim &
Brookner, 2019). I hope that this study will contribute to the understanding of any barriers to the
implementation of strategic planning in Jewish nonprofit organizations.
Conceptual Framework
Components from Clark and Estes’ (2008) modified gap analysis provide the basis for the
conceptual framework for this study. This framework was selected because of the theory’s focus
on analyzing performance gaps. A conceptual framework is an underlying structure upon which
a study is constructed (Merriam & Tisdell, 2016). The conceptual framework supports all aspects
of the research study, including; purpose, the problem of practice, research questions, and study
rationale, by creating critical areas within an organization to focus upon (Grant et al., 2014).
Clark and Estes’s (2008) use of gap analysis in performance is relevant to this
framework. The cause of performance gaps is differences between stated goals and documented
performance. Knowledge, motivation, and organizational support (KMO) are the three areas to
research to understand these performance gaps and, where appropriate, make recommendations
to minimize them (Clark & Estes, 2008). Knowledge assesses whether a person has the
information and skill to attain the stated goal (Clark & Estes, 2008). Krathwohl (2002) identified
four types of knowledge: factual, conceptual, procedures, and metacognitive.
Middle managers are a unique group to research as they are strategy shapers; it is in their
realm of responsibility to interpret the plan into actionable steps (Wolf & Floyd, 2017). Boateng
21

et al. (2016) suggest that the more employees are involved in the plan and its creation and
implementation, the greater the likelihood of success. Using Krathwohl’s (2002) types to assess
stakeholders’ understanding and ability to work towards the implementation of the strategic
planning will serve as one component of this research as study participants consider their
knowledge of one JNO’s strategic plan and its implementation.
Stakeholders’ motivations to achieve stated goals are another part of my research. Clark
and Estes (2008) describe three facets of motivated performance: active choice, persistence, and
mental effort. Schein's (2017) work on organizational culture relates to the stakeholder’s
experience and their motivation to achieve the organizational goals as outlined in the strategic
plan. In addition, Schneider et al. (1996) provided a means to understand an organizational
climate and how a stakeholder’s motivation might be impacted. This is relevant to this study on
strategic planning implementation. Further, Buckingham and Coffman (1999) suggest measures
of workplace strength that can be broken down into motivations to get the job done. This study
will seek to understand individual motivation to achieve the outcomes outlined in Kadima’s
strategic plan.
Organization refers to the work processes and material resources necessary to achieve
goals (Clark & Estes, 2008). Similar to the analysis of motivation in the modified gap analysis,
organizational culture’s role also is vitally important to consider (Agócs, 1997; Morrison &
Milliken, 2000; Schein, 2017). Clark and Estes (2008) describe features for effective
organizational change and improvement programs. The six suggestions are: have a clear vision,
goals, and structure to measure progress; align the systems and the processes of the organization
with goals; communicate constantly and candidly; continuous involvement in the process by
executive management; provide adequate knowledge, skills, and motivational supports for
22

everyone; and beware of over-generalizing the process as they all need to be customized (Clark
& Estes, 2008). Stakeholder accountability for strategic planning is a crucial area in (Elbanna et
al., 2020). Flexibility is another area to research and how the strategic plan’s implementation
alters the organizational work processes, if at all (Wolf & Floyd, 2017). The research
methodology for my study seeks to understand work processes that might have changed at
Kadima due to the strategic plan implementation.
This study aims to understand stakeholders’ experiences of strategic planning and
identify gaps in knowledge, motivation, and organization as Kadima’s stakeholders attempt to
implement their Jewish nonprofit organization’s strategic plan. The KMO approach becomes the
lens by which I investigate the enactment of the strategic plan. The intent is that a study of the
organization’s strategic plan implementation will be considered through the lens of KMO. The
result will be identified gaps that, if closed or eliminated, will lead to a more effective strategic
plan implementation.

23

Figure 1
Conceptual Framework for Study

Conclusion
This chapter reviewed the relevant literature about strategic planning and strategic plans in
practice and considered the importance of strategic planning. Strategic planning in nonprofit
organizations was reviewed with acknowledgment of the lack of literature on the role of strategic
planning in any form in nonprofit religious organizations. Then, I reviewed the components of
strategic planning and examined the barriers to strategic planning. Finally, the conceptual
framework for this study, the Clark and Estes (2008) modified gap analysis including a
discussion of KMO, was described. The next chapter will review the methodology for this study.
Knowledge-
Awareness of
strategic plan,
stakeholder
responsibilities,
engagement in
process

Implementation
Motivation-
Complete
tasks,
alignment,
etc.
Jewish
nonprofit
organizations
strategic plan
Improved Jewish
nonprofit
organization
KMO
Organization-
Alignment of
work, progress
measures,
accountability
24

Chapter Three: Methodology
This chapter will discuss the research methods for this qualitative study about
implementing strategic planning in one Jewish nonprofit organization. This chapter begins with
the research questions. Then, there is an overview of the design for the study and a description of
the research setting. Next is a description of the researcher and a breakdown of the study's data
sources. Discussions of validity and reliability, and ethics are also included in this chapter.
Research Questions
1. What are Kadima stakeholders’ knowledge of the implementation and outcomes of the
strategic plan?
2. How motivated are Kadima stakeholders to implement the strategic plan?
3. What are the organizational influences affecting the implementation of Kadima’s
strategic plan?
Overview of Design
This study was a qualitative case study and used interviews and document review for data
collection. A qualitative study seeks to understand how people make meaning and interpret their
experiences; this method of data collection allows for a holistic approach to the knowledge of
strategic plans implementation and enables research participants to express their thoughts and
experiences in an open-ended fashion (Creswell & Creswell, 2018; Merriam & Tisdell, 2016). A
case study is an exhaustive description of a bounded system, and the researcher is the primary
instrument for the data collection (Creswell & Creswell, 2018). This study was a helpful
approach because it delineated the unit of study, one Jewish nonprofit organization, and aligned
with the application of Clark and Estes’ modified gap analysis.
25

Interviews of employees and board members of Kadima, the case study organization,
were one means of data collection. The research design used semi-structured interviews.
Merriam and Tisdell (2016) described semi-structured interviews as a mixture of more and less
structured questions that enable the researcher to target specific data from respondents to answer
the research questions for the study. The semi-structured interview was also helpful because I
could utilize probes to encourage the interviewee to provide detailed descriptions or answers to
the questions (Bogdan & Biklen, 2007; Crawford & Lynn, 2019). Patton (2002) described six
categories of questions I used to create my interview questions. The six types of questions are;
experiences and behaviors, opinion and values, factual knowledge, feelings or emotions, sensory,
and demographics (Patton, 2002). Thus, the interview question sequence targeted information
relevant to the respondents’ role in the organization, board member, or employee and provided
data to answer the three research questions in this study (see Appendix A).
The second type of data collection was document review. Document analysis is the
process by which a researcher reviews and evaluates a document for data collection (Bowen,
2009; Merriam & Tisdell, 2016). These documents served as a secondary data source, sets of
data created for another purpose (Boslaugh, 2010). The documents for review were the board-
approved strategic plan for Kadima. The strategic plan is not a publicly available document, and
the inclusion of the plan in this study would compromise Kadima’s confidentiality. I received the
strategic plan from the executive director of Kadima. The executive director also provided their
quarterly updates to the board about the status of the strategic plan and any available personal
notes from staff meetings as they pertained to the strategic plan implementation process.
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Table 1
Data Sources
Research Questions Interviews Document Analysis
What are Kadima stakeholders’ knowledge
of the implementation and outcomes of the
strategic plan?
X X

How motivated are Kadima stakeholders to
implement the strategic plan?

X
What are the organizational influences
affecting the implementation of Kadima’s
strategic plan?

X X

Research Setting
Kadima is a Jewish nonprofit organization with an approximately $4.5 million budget. At
the time of the study, there were 41 staff members in cities throughout the United States and 18
board members. Kadima’s work is in social justice, leadership development, and the creation of
equity. Entering its third decade as an organization, Kadima previously used strategic planning to
advance institutional goals.
There are 9,482 Jewish nonprofit organizations in the United States, including 3,727
synagogues (Burstein, 2011). Burstein (2011) noted that there is little known about these
organizations individually. This study will contribute vital knowledge to the landscape of Jewish
nonprofit organizations. As a research site, Kadima was a suitable case study because it has
existed for approximately 20 years, has a substantial budget, and has a robust staff model in
addition to board leadership.
The participants in this study were two groups of organizational stakeholders, board
members, and senior staff. Based upon the research questions and the use of the Clark and Estes’
27

(2008) modified gap analysis as the study’s theoretical framework, these two stakeholder groups
provided meaningful data to study because of the depth of their experience with Kadima. I
anticipated that these stakeholder groups possessed Kadima's knowledge, motivation, and
organizational processes.
The Researcher
My positionality is as a Jewish, female, cisgender person with advanced degrees and
rabbinic ordination. Before this study, I knew about Kadima’s work and participated in its
programming. I have also donated resources to Kadima and engaged in conversations with
various leadership staff members about the nature of the organization’s work and the state of the
Jewish community. My role in this study is an observer as a participant because the stakeholders
knew my role and purpose, and the stakeholders of Kadima controlled my access to the
information (Merriam & Tisdell, 2016). I intended to adhere to this role, as it ensured I remained
aware of my own biases, and research participants would do the same. It is impossible to
eliminate all biases. However, I kept to the semi-structured interview protocol to mitigate my
biases. I used question probes as appropriate during interviews to avoid any allusions to
relationships with Kadima’s stakeholders, the study participants. As the researcher, I was
transparent about my identity, professional role, and connection to Kadima and offered
assurances about privacy in verbal and written forms. I also remained mindful of my biases when
analyzing the data and creating recommendations.
Data Sources
This research study used two sources of data: interviews and document review. When
allowed to do so according to the review of IRB, I requested documents from the executive
director of Kadima. These included the final, board-approved strategic plan and any reports the
28

executive director provided to the board about the implementation of the strategic plan. At that
time, I started to schedule interviews.
Interviews
Semi-structured interviews were conducted with 11 Kadima stakeholders. Semi-
structured interviews provided information about these individuals’ experiences implementing
Kadima’s strategic plan. Further, the interviews supplied data that pertains to the knowledge,
motivation, and organization of the strategic planning process.
Participants
The participants for these interviews were 11 senior staff and board members of Kadima.
The goal of the interview pool is to meet with a nearly equal number of staff members and board
members, for example, six board members and six staff members. This goal was attained by
interviewing six senior staff members and five board members. Purposeful sampling, the
selection of interview subjects that will provide insight into the research topic, was used when
identifying potential interviewees (Creswell & Creswell, 2018; Merriam & Tisdell, 2016).
Instrumentation
The semi-structured interviews were conducted using an interview protocol (see
Appendix A). This interview protocol used a semi-structured approach (Merriam & Tisdell,
2016; Patton, 2002). I selected this approach because of the ability to use probes based on
respondents’ answers and, if needed, to modify questions slightly. As a researcher, I want to get
the best data possible. I hoped to create an interview scenario where the respondent shared
openly and as expansively as possible (Merriam & Tisdell, 2016; Patton, 2002).
The interview protocol was 11 questions plus possible probes. The questions sought data
about the board or staff member’s knowledge, motivation, and organization awareness related to
29

the strategic plan's implementation. Using Patton’s (2002) approach to crafting questions, I
attempted to focus on all types of data: experience, opinion or value, feeling, knowledge,
sensory, and background or demographic questions as they aligned well with the research
questions that drive my study. After the interviews, transcripts were created, and I coded the
transcripts to begin data analysis.
Data Collection Procedures
Due to the COVID-19 pandemic and various locations where board members and staff
might live, the 45-60 minute interviews took place using Zoom or equivalent online technology.
Throughout the interviews I took field notes, and with permission from the participant, the
interviews were recorded. Following the interviews, a complete verbatim transcription was
created. The interviews took place from January to March 2022.
Data Analysis
All the interview data were coded. Creswell and Creswell (2018) indicate that this
process includes preparing data for analysis, reading through the data, coding the data, creating
descriptions and themes, and representing the description and themes.
Document Review
Document review is the procedure for evaluating and interpreting documents that align
with the research questions for this study (Bowen, 2009). Documents are secondary data sources
(Boslaugh, 2010; Bowen, 2009). Secondary data sources enable triangulation, using multiple
data sets to confirm emerging findings (Merriam & Tisdell, 2016). The purpose of the document
review was to understand the strategic plan and the reports about implementing the strategic plan
that Kadima is using to understand the organization's current and ideal state.
30

Data Collection Procedures
The documents were provided to me at the direction of the executive director of Kadima.
They were emailed to me directly by the executive director or at the executive director’s guide to
a Kadima staff person. These documents, at this time, are not publicly available on Kadima’s
website nor included in public records. Before receipt of the papers, I provided information about
privacy to Kadima’s executive director and requested that any identifying information be
removed to maintain privacy, if possible.
Data Analysis
Document coding was used for this review. Like the interview transcripts, coding aligned
with Clark and Estes (2008) modified gap analysis to include knowledge, individual motivation,
and organization. Then the documents were coded using coding software.
Validity and Reliability
As a researcher, my study needed to ensure validity. Creswell and Creswell (2018) define
validity as the researcher’s process of checking for accuracy in their findings. Gibbs (2007)
states reliability is a check that the research’s approach is consistent among various researchers
across different projects. I checked transcripts and codes and wrote appropriate memos about
codes (Creswell and Creswell, 2018). Finally, I used triangulation, multiple data sources that are
cross-checked and compared, to uphold the standards of validity and reliability for a qualitative
study (Merriam & Tisdell, 2016).
Ethics
Researchers must hold themselves to the highest ethical standards. Human participants
provided the data for this study. The study participants received communications, written and
verbal that their involvement in the study is optional. Participants also received information
31

about informed consent before any data collection began. I requested permission to record
interviews before they started. The organization of focus for this case study received a
pseudonym, and all interview participants’ names received pseudonyms in transcripts and
records as a means of protecting the participants’ identities. Transcripts and electronic
documents were password protected and secured on a password-protected computer. Any paper
documents were kept in a locked drawer in a locked office. Finally, this study only started with
approval from the University of Southern California’s institutional review board.

32

Chapter Four: Findings
This research study aimed to understand the knowledge, motivation, and organizational
influences (KMO) on stakeholders of a Jewish nonprofit organization (JNO), Kadima, as they
implement the current strategic plan. This study used Clark and Estes’ (2008) modified gap
analysis framework and a qualitative design. The following elements pertain to the research
study in this chapter are; participating stakeholders and a summary, and explanation of the
interview findings, which answer the research questions. The research questions that guide this
study are:
1. What are Kadima stakeholders’ knowledge of the implementation and outcomes of the
strategic plan?
2. How motivated are Kadima stakeholders to implement the strategic plan?
3. What are the organizational influences affecting the implementation of Kadima’s
strategic plan?
This research study’s findings are organized in three areas based on the research
questions; knowledge, motivation, and organization structure. The study participants' responses
indicated a need for knowledge to implement the strategic plan. Their requirements included
knowledge of Kadima's strategic plan's specific goals, objectives, and tactics. These stakeholders
also need a clearer understanding of the tasks and responsibilities they are accountable to
complete for the implementation of the strategic plan to be successful. All interviewees found
Kadima’s mission to be highly motivating. However, study participants described their
motivation to implement the Kadima strategic plan from neutral to positively motivated. The
factors that influenced motivation to implement the strategic plan were inspiration derived from
the mission of Kadima, participants’ sense of the value they contribute to the implementation of
33

the strategic plan, and the positive emotions that arise through the implementation of the
strategic plan. Finally, Kadima staff members described a lack of clarity about the
implementation process of the strategic plan and a sense of where in the implementation process
Kadima finds itself at any time. However, board members articulated a clear understanding of
Kadima’s implementation. The study found that meetings, reports, task forces, and adaptability
are all organizational influences that affect the implementation Kadima’s strategic plan. Board
members received regular reports, both written and at meetings, that aided this understanding.
However, staff did not access the same materials. This could, subsequently, result in increased
confidence in the successful implementation of Kadima’s strategic plan.
Participating Stakeholders
Eleven Kadima stakeholders participated in semi-structured interviews with me so I
could understand participants’ experiences implementing Kadima’s strategic plan. Six of the
stakeholders were members of the Kadima senior staff. Kadima board members at the time of the
interviews represented five study participants. Of the 11 total participants, five are alumni of
Kadima’s programs. To maintain confidentiality, research participants are identified with an “S”
for staff, a “B” for board members, and a corresponding number. The study participants' tenure
as staff or board members of Kadima ranged from four to 13 years. One participant, B5, did not
provide the length of their tenure and did not respond to my email requests to provide this
information.
RQ 1: What Are Kadima Stakeholders’ Knowledge of the Implementation and Outcomes of
the Strategic Plan?
The study participants in this research project answered questions in a semi-structured
interview that enabled me to collect data about stakeholder knowledge to implement Kadima’s
34

strategic plan. Four questions elicited feedback specific to the knowledge to implement
Kadima’s strategic plan (see Appendix A). Additionally, study participants' responses to
questions not necessarily designed to focus on knowledge also supplied data about the
implementation of the strategic plan.
The findings suggest that study participants require more knowledge of the strategic
plan’s goals, objectives, and tactics. This is because participants do not have working knowledge
of the strategic plan itself. When asked to describe the plan, S1 and S4 opened a version of the
plan for reference and read from it to answer knowledge-related questions. B3 was unique
because they could rapidly articulate the four goals and several objectives from memory. B2, S5,
and S6 gave a high-level, general overview of the plan, including an overview of the goals,
objectives, and tactics. S2, S3, and B5 did not name specific goals or objectives when asked to
describe the plan. B1 and B4 said they could not recall enough to describe the plan easily. Study
participants were quickly able to identify the tasks they were responsible for so that
implementation of the strategic plan to be successful.
Knowledge of the Strategic Plan Elements
Kadima’s strategic plan, created in 2020 with an outside consultant, covers three years of
work, 2021-2024. The plan consists of a revised mission statement, four goals, and 11 objectives
that align with each goal.
1
Due to the COVID-19 pandemic, the strategic plan was extended to
include a fourth year. Study participants described uncertainty or incorrectly recalled details
when describing Kadima’s strategic plan. In addition, throughout the interviews, I observed that
the language that all study participants used to describe the contents of the strategic plan was

1
This information is based upon the documents provided to me by Kadima staff. To
maintain confidentiality, these documents are not cited or shared.
35

inconsistent. For example, S2 used the word “tactics” when referencing the strategic plan’s
stated objectives. Likewise, B3 noted, “I recall, three or four, important, like, you know,
initiatives or objectives, I'm using the wrong word, because all of these…have like definitions.”
The clarity for stakeholders around the language within the plan would likely help with
knowledge of the plan.
I asked study participants how they would describe Kadima’s strategic plan. B3 was the
only study participant with working knowledge of the strategic plan. The ten other study
participants' knowledge of the strategic plan and its four goals was inconsistent. B1 said, “… I do
not have a constant sense of what the strategic plan is. It is hard to remember what the objectives
were of the previous strategic plan or even the strategic plan that we're in.” B1 then went on to
describe specific plan objectives in the course of the interview. However, they could not
determine whether they were in the current strategic plan or the previous plan. B5 participated in
the task force to create the strategic plan. B5 recalled more specifics about the plan and
expressed uncertainty in their recollection of details. B5 said, “you know, I helped create it…I
don't have my stuff in front of me. So I can't cheat. Um, I think we honed in on four levers, or
maybe it's not four.” S5 also participated in the task force to create the strategic plan. S5 started
their response to this question with, “so I think there's there was like, four focal points of the
strategic plan.” Other stakeholders shared similar uncertainty. During the interview, when I
asked this question, S1 asked for a moment to open the strategic plan document on their
computer and then said confidently:
we organized it [the strategic plan] as within sort of five major goals. And then within
those big goals, we have a number of objectives under each one. And then under those
objectives, we have a number of tactics that we determined during the strategic planning
36

process to be necessary in order to achieve the objectives and then to attend and
ultimately to achieve the goals.
Kadima’s strategic plan has four goals.
A few study participants used more general, vague language to describe the strategic
plan. S5 said:
overall, it is a three-year strategic plan that will be implemented across the organization.
So, every year when different staff members are putting together their goals and tactics
for the year, they're trying to fit them under those larger strategies that will you know, arc
over that those three years, all at the intention, I think, like again, like deepening our
impact and deepen and like widening our scope.
Likewise, S11 described the strategic plan as “… a growth plan. It's really a plan that draws on
our strengths as an organization but pushes … us into different work that is aligned with our
mission, but really allows our programming to grow our, our impact….” These general
statements reflect the plan's intent; however, working knowledge of the strategic plan’s content,
specifically, the goals, objectives, and tactics, was not uniformly described. To implement
Kadima’s strategic plan, staff and board members need to know the basic facts of the plan itself.
Tasks and Responsibilities to Successfully Implement the Strategic Plan
Kadima stakeholders described the tasks they are responsible for implementing the
strategic plan; however, a few staff members could not differentiate strategic plan goals from the
work they are accountable to complete, which is not necessarily related to the strategic plan. All
the study participants could articulate the tasks and responsibilities they were personally
responsible for accomplishing to successfully implement Kadima’s strategic plan. For example,
B2 described the duties as:
37

…keeping the plan actually forefront, making sure that as we are thinking in board
meetings about new projects, new initiatives, questions, you know, channeling the energy
of the organization … Board members have a fiduciary responsibility. So, I think it's just
a financial piece of this, doing everything we need to do to make the resources available
to the staff of organization to carry out these goals.
B2’s description of the role of board members describes the general function of a board member
and the role as overseers of the strategic plan implementation.
Other board members affirmed that they have similar responsibilities. B3 noted that the
board's job is to make “sure that CEO who leads the staff doesn't forget about the strategic plan.”
B5 said:
as a board member, my job isn't to make programmatic or structural decisions, but my job
is to support management and the organization, figuring out how we raise funds and
allocate resources to ensure that … the right work is prioritized and accomplished.
While the board members described themselves as active and engaged, their responsibilities in
implementing the strategic plan are to hold the staff accountable to the plan, fundraise, and be
informed of the organization’s current and anticipated position to fulfill its mission.
Kadima staff described their tasks and responsibilities differently, as the work of
implementation primarily falls to them. S1 went through the goals and objectives they are
accountable for achieving. When referencing their job role, S1 noted that they were asked to do a
formal assessment of one of Kadima’s departments to “get specific, like what is really
inefficient, what's causing the most problems in terms of the flow of information,” between the
department they were assessing and the other departments at Kadima. S2 reflected, “I don't have
a specific goal that's like all under my umbrella. But so many of them tie into the work that I'm
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doing because it is this larger vision for Kadima….” However, some staff members had
difficulty discerning how the strategic plan affected their tasks. For example, S5 did not notice
significant shifts in their responsibilities to implement the strategic plan. They said, “I don't think
it really has shifted in response to the strategic plan…I don't think my role is really shifted
substantial in any like really notable ways.”
In summary, S1, S4, S5, S6, B2, and B3 described some general knowledge of the
strategic plan. However, there was difficulty recalling the goals and objectives. S1 and S4
retrieved a computer file and read elements of the strategic plan to answer the interview
questions. B3 went further and could recall both goals and objectives of the strategic plan from
memory, and B1 and B4 said they could not recall or describe the strategic plan. More of the
Kadima stakeholders could describe the tasks they are responsible for in implementing the
strategic plan. However, a few staff members could not differentiate strategic plan goals from the
work they were accountable for completing before the existence of the strategic plan. Therefore,
data indicate that study participants need more knowledge about the strategic plans' specific
goals and objectives and to maintain their current knowledge of the stakeholder responsibilities
to implement the strategic plan successfully.
RQ 2: How Motivated Are Kadima Stakeholders to Implement the Strategic Plan?
The participants responded to three direct interview questions (Appendix A) that
addressed their motivation to engage with Kadima’s work. Two questions directly address the
participants’ experience implementing the current strategic plan. These questions are: how
motivated are you to ensure that the strategic plan objectives are met; what influences that
motivation, and what feelings arise for you when a strategic plan objective is met? The third
question about motivation is, what drew the participants to engage with Kadima as a staff or
39

board member? Additionally, participants shared experiences throughout the interviews that
revealed their motivations for implementing the strategic plan.
The motivation findings reveal that the interview participants’ motivation to implement
Kadima’s strategic plan generally falls in a range between neutral to positively motivated. No
respondents described their motivation for the implementation of the strategic plan negatively. In
addition, all participants described Kadima's mission as motivating to highly motivating
regarding their board and staff members' roles. The participants' motivation can be understood in
terms of value and emotions as they connect to the implementation of the strategic plan.
Motivation for Kadima’s Mission
The mission of Kadima and the organization’s work inspired positive motivation. The
first question in the interview protocol was; tell me what drew you to serve on the board or staff
of Kadima (Appendix A). In response, S2 said: “I love Kadima…I have a great appreciation for
the value system at Kadima. And the way in which people interact with each other, and
obviously, the mission, which really resonates for me...” B2 also expressed positive feelings
when they said: “I am an alum of Kadima and really passionate about the program… I want to
help further the mission.” Likewise, B3 said, “I became very passionate about the organization,”
as they described their increased involvement through the years. While the motivation is also
positive, B5 framed their feelings differently. They said, “the Kadima community was just
always a place where I knew that I would be accepted or the way I do Judaism. And so that was
also an important factor in me joining the board.” These feelings are significant to note, as the
study participants’ feelings about the mission of Kadima were more positive overall than the
motivation to implement the strategic plan.
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Motivation to Implement the Strategic Plan
Overall, five of six of Kadima’s staff see value in the notion of the strategic plan and its
implementation. S1 stated, “it's clear to me that these are, this [the strategic plan] is the right
direction for the organization, these are the right objectives to achieve the goals that we've set
out.” Similarly, S2 noted, “I think it's the right vision for us… it's really like, where we need to
go.”
However, staff members struggled to discern their motivation for their job from the
motivation to implement the strategic plan because some of their job goals are also strategic plan
objectives. This was true for S4, an employee with a long tenure at Kadima. S4’s entire work
portfolio is a Kadima initiative and a named strategic plan objective. Previously, this was not the
case. S4 said, “For all my years of Kadima, before this, my work was much more like kind of
throughout the organization. So, if I was going through a strategic plan each time like I was…
bookmarked or whatever, like tagged in a bunch of different outcomes.” When asked directly
about their motivation to achieve the strategic plan, S4 said that the strategic plan itself was “not
necessarily motivational.” Similarly, S5 described the objectives that relate to their portfolio of
work as “fairly ongoing.” This led S5 to some difficulty in discerning how their work can ever
feel complete, and a strategic plan goal attained. They said, “my pieces in it [the strategic plan]
are fairly ongoing. Like most of the … goals will continue and will need to like happen again
each year.” Likewise, S3 noted, “I think that … because of my position in the organization, I feel
valued. Regardless, I don't know if the strategic plan plays a role in it.” Five of six employees
found implementing the strategic plan to be motivational. Three staff members expressed
difficulty articulating the difference between their job responsibilities and their responsibilities to
implement the strategic plan's goals, objectives, and tactics.
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Board members’ descriptions of their motivation to implement the strategic plan were
slightly different. B1 noted they “feel like a part of the process, and so I want the process to
move forward.” Similarly, B3 responded, "I would say on a scale of one to five, with five being
the highest, I'm at a five,” as a measure of their motivation to implement the strategic plan. B4
acknowledged that others did tremendous work to create the plan. However, they questioned
how valuable their role was in developing and implementing the plan. B4 said, “I'm just not sure
how much I helped” to create and implement the strategic plan. B1 and B3 articulated their sense
of value to the organization regarding the creation and implementation of the strategic plan in a
range from neutral to positively motivating. B2 questioned whether or not their presence on the
board and in the implementation of the strategic plan was valuable or not.
B2 described a slightly different function for the strategic plan implementation and its
value. They said they think the value of a strategic plan, in general, is that plan implementation
creates:
a feedback loop of sort of taking one of these steps, seeing what happens, getting excited
about the results of having taken up stuff, and then wanting to kind of come back to the
plan and see what the next step is.
Feedback, for B2, is valuable and leads to motivation to continue implementing the strategic
plan.
Emotions
Every organizational stakeholder has the potential to have a role in achieving the entirety
of Kadima’s strategic plan and, at minimum, in accomplishing each goal. Five of the 11 study
participants felt “great” or “proud” when asked about their feelings once a strategic plan
objective was met or achieved. S1 noted that fulfilling the strategic plan’s goals and objectives:
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… feels important, and very satisfying, when we're able to, in a measurable way [achieve
objectives]. Say, yeah, we've accomplished these seven or eight or nine things. Yeah, so I
guess, accomplishment, pride.
Six study participants expressed more neutral feelings about the strategic plan. A few
participants noted that a lack of recognition of the attainment of a strategic plan goal led to a
sense of being overwhelmed. For example, S6 said they need more strategic plan goal attainment
recognition. They said the credit is necessary: “… to continue to feel motivated about how much
change we've been able to make ... Otherwise, it just feels like we're on like a hamster wheel.”
Similarly, when asked about feelings that arise when a strategic plan objective is accomplished,
B5 responded, “none, but I know none isn't a feeling… the staff worked really hard. And they
did what they were supposed to. Okay, my feeling: satisfaction.” The range of emotions that the
motivation to implement the strategic plan evoked were not necessarily related to the study
participants’ role within Kadima, and those emotions ranged from neutral to positive.
In summary, stakeholder motivation to implement that strategic plan was positive to
neutral. Additionally, the successful implementation of strategic plan objectives did produce
some positive emotions. However, both stakeholder groups, board, and staff noted that the
strategic plan did not necessarily influence their sense of motivation. The organization's mission
remained more motivating than the strategic plan goal achievement.
RQ 3: What Are the Organizational Influences Affecting the Implementation of Kadima’s
Strategic Plan?
The study participants responded to three questions or prompts related to Kadima’s
organizational structure to implement its strategic plan (see Appendix A). Additionally,
throughout the interview, participants revealed information about Kadima's organizational
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structure. This data informed the answer the research question, what are the organizational
influences affecting the implementation of Kadima’s strategic plan?
The study participants described their value as it pertains to the implementation of the
strategic plan in a range between neutral to positive. The data provided by the study participants
demonstrated a need for clarity in meetings as they progress toward strategic plan goals.
Additionally, streamlined reporting mechanisms for the board and staff to track the progress of
the strategic plan were necessary. The study participants also described Kadima’s use of task
forces and a culture of adaptability as specific influences that assist in successfully implementing
the strategic plan. However, the participants assuredly expressed confidence in Kadima’s future
and how it might look and operate two years from now based on the successful implementation
of the strategic plan.
Organizational Value of Strategic Plan Implementation
Study participants responded to questions about feelings that arose about the strategic
plan implementation process. These data about the feelings are related to the organizational
structure because this finding is about the organization's role in affecting study participants’
emotions. Seven participants shared positive feelings: S1, S2, S5, S6, B2, and B3. “Well, it does
make me feel valued … I would say [the feeling] I'd have was the feeling of being included and
valued,” B3 reflected. Likewise, S1 said it makes them “feel highly valued” when considering
the strategic planning process. S2 described their experience slightly differently. They said, “I
felt very bought into it…this makes a lot of sense that this is where we're going, which is, of
course, a good feeling.” Likewise, B3 noted that the strategic plan “made me and hopefully the
other members of the board feel valued, feel needed. Feel it helped us to understand our
organization.” Other participants shared different feelings and experiences.
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Four study participants had more neutral, even negative, or uncertain feelings to describe
their sense of value regarding the strategic plan's implementation. B1 said, “I don't feel like my
worth is tied to the strategic plan. And I do feel like when we're in the process [of plan creation],
my input is valued.” S3 expressed some uncertainty about the relationship between their feelings
of value and the strategic plan implementation. They said,
I think that … because of my position in the organization, I feel valued. Regardless, I
don't know if the strategic plan plays a role in it. Maybe if the work I did wasn't
mentioned in the strategic plan, I might feel not valued.
S6 responded to the question and could differentiate their feelings of value. They said:
I feel valued by the board particularly, which is pretty incredible…I'm just not sure if
there's a strategic plan connection there honestly around feeling valued, except I feel like
when I can say that we've accomplished something and then the board sees that and feels
good about it, whether it's we've raised X amount of money we've accomplished this big
goal we have.
The range of feelings and the uncertainty between the implementation of the strategic plan and a
person’s sense of value indicated a gap in the experience of the study participants and a potential
opportunity to close the gap.
Organizational Influences Affecting Implementation
Study participants responded to one question that provided data about their perceptions of
implementing Kadima’s strategic plan. They were asked, I’m at the board or staff meeting; tell
me what the conversation at the table is like about the strategic plan. The participant responses
indicated that strategic plan implementation updates provided to staff at meetings were
inconsistent, even within the study participant’s responses. For example, S5 noted, “at any given
45

staff meeting, I'm not sure that it would be mentioned… I think it comes up quarterly when we
have to update our goals and tactics.” Similarly, S3 negatively described their impression of the
staff’s experience implementing the strategic plan and its discussion at meetings. S3 said they
“think most of the staff is unaware of it.” However, S6 recalled specific presentations at staff
meetings about the strategic plan’s progress. They said:
we try to keep the staff updated about like where the process sits on the goals…[There is
a] presentation to the staff around like accomplishments and where we're going as next
steps. We usually do it a little bit differently because staff are writing the tactics.
Sometimes they have the staff present their own areas rather than me presenting all of it.
S1 shared that in conversation with a staff member responsible for leading the upcoming staff
retreat, the decision was consciously made not to have an update on the strategic plan because
“… we've done enough of that, … I think [the implementation of the strategic plan is] pretty
much front and center for staff across the organization, and it's reflected in their personal goals
and how they spend their days.” The inconsistent updates about the strategic plan
implementation are a potential challenge to attaining strategic plan outcomes.
Board members’ responses to the question about the mention of strategic plan
implementation were also mixed. However, all five board members described written reports
prepared for the board. B3 said that the strategic plan implementation is not mentioned as an
agenda item in meetings, though written reports are provided. B3 said, “we don't talk about the
strategic plan on a frequent basis” as a board; however, they do talk about strategic plan
objectives, and a verbal reminder is provided. This reminder is something like, “as you will
recall, this was part of our strategic plan,” according to B3. Likewise, B5 noted that direct
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references to the strategic plan do not happen in meetings. B5 said, “we talked about things that
likely have relationship to the strategic plan.” B5 suggested:
there should be a slide; it should have a T-chart, you should have each of the four
strategies ... Here's where we're at with the benchmark here. The challenges here and here
are the successes, we don't really have that. Or if we did, I didn't read them in the board
material. So, let's just be honest; it could be that it exists. And I haven't seen that care.
Board Reports About Strategic Plan Implementation
Staff and board member study participants described written reports prepared by staff and
presented to the board in advance of quarterly board meetings and monthly written updates from
the CEO. While staff provided the data for these board reports, staff did not describe access or
knowledge of these completed reports. All five board members described a packet of information
that includes an update on strategic plan implementation that they are expected to read in
preparation for quarterly board meetings. B1 confirmed the “expectation that you have read all of
the material and that you come prepared to question and give input” before and during board
meetings. However, none of the board member participants specifically mentioned reading the
reports in advance of meetings. S6 noted, “we have quarterly updates. Where we send out a huge
packet of board materials. So, it's one of the many pieces that is sent out.” S1 referenced the
quarterly reports also. S1 said:
Every quarter, when we are preparing for a board meeting, we [staff] update our goals,
objectives, and tactics document to indicate the status of each tactic. …it's like a short
narrative for each one filled out by the person responsible for that tactic.
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B3 supported this when they stated, “the strategic plan gets mentioned the most in that CEO does
a report at every board meeting and in both a written report that we can view online ahead of
time, and also an oral report.”
Additionally, B1, B2, and B3 described monthly written reports from the CEO that
include strategic plan implementation updates. B4 and B5 did not mention monthly reports
during the interview. B3 described these reports as:
… regular monthly updates that come to the board, and they really report on all aspects of
the organization, you know, like all of the different departments will kind of write…a
couple of paragraphs about what's going on. And so, in that context, there's often
reference to the goals and the plans and progress being made towards goals in the plans.
So, there is some written reporting.
B1 also said, “we get a monthly update from [CEO] …I don't think it's weekly, it's monthly. And
I will say… they're very well organized.” B2 also described these reports: “outside of board
meetings, we got regular monthly updates that come to the board, and they really report on all
aspects of the organization, … different departments will kind of write … a couple of paragraphs
about what's going on.” All five board members mention the quarterly reports. However, only S1
and S2 said these reports during the interviews. This data shows a need for clarity in meetings as
the progress toward strategic plan goals, especially for staff, and streamlined reporting
mechanisms for the board and staff to track strategic plan implementation progress.
Task Forces and Adaptability
Study participants described task forces and a culture of adaptability as organizational
influences that positively influence the implementation of the strategic plan. These specific
influences mentioned by study participants were not directly responding to a particular question;
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instead, they were raised organically by the interviewees. B1, B3, B4, B5, S1, S5, and S6
specifically mentioned Kadima’s use of task forces, a task-specific group led by a board member
and staff member jointly, as a successful means of targeting specific areas of work within
Kadima’s strategic plan. A task force comprised of board and staff, as well as stakeholders
outside the scope of this study, created the current strategic plan with the guidance and support
of an outside consulting firm. B1 described that this is a customary practice at Kadima. B1 said
about the board, “we talk about what new tasks task forces have to be created to move the
strategic plan forward.” B3 affirmed this when they said the board does not necessarily “…have
specific tasks, except for when we form ourselves into committees, or task forces to help
implement the strategic plan.”
The flexibility and adaptability of Kadima’s strategic plan implementation were
mentioned as a positive feature of the organizational culture and the process by which the
strategic plan is actualized. For example, three study participants noted that Kadima added a
fourth year to the strategic plan’s timeline because of the COVID-19 pandemic and the urgency
of unexpected needs to address it. S6 said the strategic plan is a North Star, and the hope is “to
head toward that.” And S6 continued and acknowledged that “sometimes it's like our North Star
has to shift slightly,” The way to be strategic is to adjust and adapt to circumstances as they arise.
S4 manages one of Kadima’s new initiatives. They shared that the strategic plan's flexibility and
tactics were helpful, and so was flexibility. S4 said, “we did a lot of trying to kind of set some
tactics and things in [the strategic plan] there that would feel like enough to work from, but not
so much that we would sort of be too locked in.” Kadima’s organizational approach that allows
for flexibility as the strategic plan’s goals and objectives are actualized leads to successful
implementation.
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The Role of the Strategic Plan in Kadima’s Future
Study participants responded to a prompt to imagine it two years from now and tell me
how the current strategic plan influences Kadima’s work. The responses expressed confidence
that the goals outlined in the strategic plan will be achieved and that the strategic plan’s
implementation would account for the reason. A few participants directly described program
features that would exist in two years and could compromise the anonymity of Kadima and
therefore are not described in this dissertation.
Some study participants described, in general terms, their sense of Kadima’s future. S1
hoped, “a lot of the work that we have scoped in the strategic plan will mean that our programs
will be better, our curriculum will be stronger, our processes will be further professionalized, and
more efficient than they've been in the past.” B2 said they hope the strategic plan implementation
will “help position Kadima and strengthen its brand…We've done some work and reflection on
messaging and communications as an organization. We have stronger infrastructure in place to
do [the work].” These aspirations align with the four strategic plan goals as provided in the
strategic plan documents to me from Kadima staff.
Other study participants noted changes and achievements within the implementation
period of Kadima’s strategic plan. S4 hoped “that it will feel clear that these were all areas that
were a lot stronger than they were four years ago.” S11 already noticed changes in Kadima just a
few years into implementing the strategic plan. They said, “I think Kadima looks really different.
I think it already does from our strategic plan.”
In summary, the study participants said their value was neutral to positive regarding
implementing the strategic plan. This is related to organizational structure because this finding
concerns the organization's role in affecting study participants’ emotions. Meetings and reports
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are organizational influences Kadima can utilize to address the organization’s challenges in
implementing the strategic plan. Kadima’s use of task forces and a culture of adaptability are
additional organizational influences that assist in successfully implementing the strategic plan.
Finally, the study participants presented confidence in Kadima’s organization two years from
now, partly based on the strategic plan's implementation.
Summary
The study participants responded to questions in semi-structured interviews pertaining to
implementing Kadima’s strategic plan. The findings are that some Kadima stakeholders lack
knowledge of the implementation and outcomes of the strategic plan. Study participants could
quickly identify the tasks they were responsible for completing for successfully implementing
the strategic plan. The stakeholder’s motivation to implement the strategic plan was positive to
neutral. Additionally, the successful implementation of strategic plan objectives did produce
some positive emotions. However, both stakeholder groups, board, and staff noted that the
strategic plan did not necessarily influence their sense of motivation. Kadima’s mission was
universally motivating for the stakeholders more than strategic plan goal attainment. The study
participants said their value was neutral to positive regarding implementing the strategic plan.
Four organizational influences can positively affect Kadima’s strategic plan implementation:
meetings, reports, task forces, and adaptability. Finally, the study participants presented
confidence in Kadima’s organization two years from now, partly based on the strategic plan's
implementation.

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Chapter Five: Recommendations
This fifth chapter is the last chapter of this dissertation. It includes a discussion of the
findings, recommendations based on research, the limitations and delimitations of the study, and
suggestions for future research. These elements will conclude this research study and present
areas for further research in implementing strategic planning in faith-based nonprofit
organizations.
Discussion of Findings
This research study’s design provided data about one Jewish nonprofit organization’s
(JNO) implementation of its strategic plan and ways to implement the plan more effectively. The
literature showed differences in strategic planning in the for-profit and nonprofit sectors.
According to Crittenden and Crittenden (2000), only 46% of nonprofit organizations utilize
strategic planning compared to 94 percent of for-profit organizations. Therefore, Kadima is
somewhat unique in the nonprofit sector because strategic planning is one of the tools the
organization uses. However, this study demonstrated that there are ways in which Kadima can be
more effective in implementing its strategic plan.
The findings of this study are: some Kadima stakeholders lack the knowledge to
implement the strategic plan; stakeholders do know the tasks and responsibilities that they are
accountable to complete in order to implement the strategic plan successfully; study participants
are highly motivated by Kadima’s mission; stakeholders’ motivation to implement the strategic
plan was positive to neutral; adaptability, meetings, reports, and task-forces are the
organizational attributes or resources that impacted the stakeholders’ capacity to implement the
strategic plan; and study participants are confident that in two years Kadima will successfully
implement its strategic plan. These findings revealed gaps or areas for improvement in
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stakeholders’ knowledge, motivation, and organizational structure to implement Kadima’s
strategic plan. This aligns with Clark and Estes’ (2008) modified gap analysis that uses these
gaps as the impetus for training to close them and to increase accountability.
The stakeholder groups in this study, board members and Kadima senior staff, described
different experiences related to their motivation to implement Kadima’s strategic plan, which led
to a finding of neutral to positive motivation. This aligns with literature that found only 11% of
managers expressed satisfaction with strategic planning results despite it being a widespread
practice in the nonprofit sector (Wolf & Floyd, 2017). Further, Mankins and Steele (2006) found
that only 11% of managers found strategic planning was a good use of resources in for-profit
sectors. In addition, Chukwuma (2020) noted in a study about strategic plan implementation that
73.56% of an organization’s work was not mentioned or captured in the strategic plan. The study
findings and the research-based literature demonstrate a motivation challenge to strategic plan
implementation across sectors.
The study's findings supported the theoretical framework for this study and the theory of
change that stakeholders need to understand their roles and responsibility to achieve successful
strategic plan implementation. Kadima senior staff members articulated different experiences
and impressions of the tasks and responsibilities necessary to complete to implement the
strategic plan successfully. Board members expressed appreciation for Kadima’s staff and saw
their role as accountability partners, particularly to the CEO of Kadima, governance for the
organization, and fundraising. However, at the time of the study, participants did not share an
understanding of where in the implementation process Kadima was at any moment. This lack of
clarity decreased some participants' motivation and could lead to a lack of trust in the strategic
plan as a realistic means of charting Kadima’s future.
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Recommendations for Practice
Kadima uses strategic plans to chart its organizational direction for a fixed period,
typically three years. Given Kadima’s current strategic plan and the data collected from
stakeholders, evidence supports that a few recommendations may assist the organization in
successfully implementing its strategic plan. These recommendations present ways Kadima as an
organization might increase that likelihood. Based on the findings from this case study and
literature from the field, the recommendations for practice are: to provide all stakeholders with a
job aid that contains the goals and objectives of the strategic plan; develop structures to link staff
performance goals to the goals, outcomes, and tactics of the strategic plan; continue to utilize
task forces comprised of key stakeholders; and, expand and streamline reporting mechanisms for
all stakeholders, especially staff, on a scheduled basis.
Recommendation One – Create a Strategic Plan Job Aid
One of the findings of this study is that Kadima’s stakeholders lack the knowledge to
implement the strategic plan. During the interviews, 10 of 11 study participants struggled to
name the plan’s goals and objectives, their responses reflected some confusion. Therefore, the
first recommendation to improve the implementation of Kadima’s strategic plan for all
organizational stakeholders is to provide a job aid containing the goals and objectives of the
strategic plan. Job aids are tools that stakeholders can use to perform a task like recalling
knowledge or completing a process (Clark & Estes, 2008; Grossman & Salas, 2011). The
recommendation is for Kadima to produce a one-page document with the strategic plan's goals
and objectives so that stakeholders can access this information conveniently. Krathwohl (2002)
notes that factual knowledge is the fundamental element a person must know to solve a problem
or complete a task. Kadima stakeholders require factual knowledge of the strategic plan to
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engage in the implementation process with greater confidence. Kadima staff who supervise
others can also use this job aid to clarify with employees precisely how the strategic plan fits into
their job responsibilities and potentially use it as an accountability tool at performance review. In
addition, this recommendation aligns with findings from the literature that to perform their part
in implementing a strategic plan, stakeholders need to know what the goals are (Crittenden et al.,
2003; Reid et al., 2014). Further, research studies found that stakeholders who participated in
strategy formulation expressed greater willingness to ensure a strategic plan’s successful
implementation (Twaissi & Aldehayyat, 2021).
Recommendation Two – Alignment Between Plan and Job
The second recommendation relates to the stakeholder’s motivation to implement the
strategic plan. This study found that some of the study participants who are staff of Kadima,
while motivated by their work to support Kadima’s mission, struggled to see the link between
their job performance goals and the goals and objectives of the strategic plan. Therefore, it is
recommended that staff, in particular senior staff who comprised six of this study’s participants,
work to align their job performance goals specifically to the goals and objectives of the strategic
plan on an annual basis. First, I recommend that department managers align their department’s
objectives to the timeline of the strategic plan and clarify the job responsibilities within their
team. Then, I recommend that every Kadima employee and supervisor review the strategic plan
upon completion and board approval and align job responsibilities to specific goals and
objectives from the strategic plan. The individual employee and departmental goals need to
correspond to the timeline for strategic plan goals and objectives to ensure that the sequence of
tasks by individuals or departments will enable the achievement of the organization-wide goals.
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This aligns with literature suggesting the relationship between job accountability and motivation
(Brown & Robinson, n.d.; Elbanna et al., 2020; Kirkpatrick & Kirkpatrick, 2016).
Kadima also needs to ensure that in every employee’s annual job performance review, the
employee provides evidence and receives feedback on their participation in implementing the
strategic plan. Research demonstrated in a study that only 47.4% of employees’ job performance
was evaluated against the strategic plan’s outcomes (Sargeant & Day, 2018). This demonstrates
the importance of the alignment between an employee’s job performance and the strategic plan.
Recommendation Three – Continue to Use Task Forces
Throughout the interviews with study participants, there were regular mentions of
Kadima’s use of task forces for numerous organizational purposes, including creating the
strategic plan and implementing specific strategic plan outcomes. The staff members assigned to
task forces, particularly the strategic plan task force, expressed that they saw the invitation to
participate as an honor and were motivated to implement the plan. Board members reported that
their experiences were positive when they were mentioned in interviews.
Task forces at Kadima made up of board and staff members and potentially other
stakeholders, are the organizational means to get short-term projects done or create possible
solutions to the organization's obstacles. For example, a task force was used to guide Kadima’s
decision-making during the COVID-19 pandemic. While some study participants expressed
enthusiasm for task forces, Kadima staff members need to ensure they can complete their
assigned tasks and also fulfill their task force roles. As Kadima continues to grow, task forces
may also be how the organization professionalizes and transitions to include more professional
staff to fulfill the mission as board members focus on governance and their fiduciary
responsibilities (Valeau et al., 2019).
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Recommendation Four – Availability and Streamlined Reports
Streamlined reporting mechanisms are the fourth and final recommendation to improve
Kadima’s strategic plan implementation. Though senior staff study participants provided data for
these reports, they did not have clarity on the implementation status because their access to the
reports and meeting agenda items were inconsistent. One study participant described strategic
plan updates at the staff meetings, but no other participant mentioned them. Staff study
participants also said providing data for the board report on the implementation status of the
strategic plan. However, no staff person mentioned seeing the complete report or sharing that
report with the departments they supervise. Updating the means of communication about
strategic plan implementation throughout Kadima, especially to staff, will close the gap in this
crucial area. This is important because constant communication about progress towards goals,
especially about organizational change, is vital to building organizational trust (Clark & Estes,
2008; Hameiri, 2019; MacDuffie, 2011). Also, Chukwuma (2020) noted that 41.51% of
respondents in their study reported a lack of timely communication about strategic objectives.
Kadima’s practice of providing reports to the board ought to continue. An agenda item related to
the strategic plan at each meeting is also essential. McHatton et al. (2011) suggest that a verbal
and written report on strategic plan implementation is required at every board meeting.
Kadima spent resources to create the strategic plan, and all the organization’s
stakeholders supported Kadima’s ability to achieve the goals outlined in the strategic plan. These
recommendations are: provide a job aid with the strategic plan, align staff performance goals
with strategic plan goals and objectives; continue task forces as a means for stakeholders to work
together to achieve goals; and expand reports and communications to ensure all stakeholders
know the status of implementation, may increase the potential for successful implementation.
57

Ultimately, the goal is to ensure that critical stakeholders possess the knowledge, motivation, and
organizational awareness to attain goals and transform the organization.
Limitations and Delimitations
This study consisted of 11 interviews with stakeholders of the case study organization
and a document review of materials pertinent to implementing Kadima’s strategic plan.
Limitations to this study known to me were: the truthfulness of the participant's responses to the
interview questions; the participant’s involvement in this study is voluntary. Therefore, there
could be participation bias; the respondent pool may be limited given the brief timeframe for
interview scheduling; and, because I am a rabbi, the interview participants may not share fully as
there is a potential power differential.
Delimitations, boundaries set by the researcher, may also limit this study. Those
boundaries included the interviews over Zoom because of a lack of travel budget and COVID-19
precautions. Study participants did not necessarily have sufficient knowledge of Kadima’s
strategic plan and implementation. The study design also focused on two groups of Kadima’s
stakeholders. A different approach to the study could have included other stakeholder groups
such as program participants, donors, or former board members. In addition, the theoretical
framework I selected meant that my study explicitly focused on the knowledge, motivation, and
organizational system as these three elements relate to implementing the strategic plan at
Kadima. If I used another framework, the data would reveal different information.
Recommendations for Future Research
The findings from this study, the limitations and delimitations, and the conceptual
framework suggest several recommendations for future research. One area for analysis is a
survey of the implementation of strategic planning in faith-based nonprofit organizations using
58

the same theoretical framework. This qualitative case study found much data to understand using
Clark and Estes’s (2008) modified gap analysis. A study that surveys the field, whether the
nonprofit sector of the subsection of faith-based nonprofit organizations would be beneficial.
Another area for future research is a study of measures of implementation of strategic
planning in the nonprofit sector. There is a need for a quantitative analysis that seeks to
understand the numbers of nonprofit organizations, perhaps differentiated by industry, that use
strategic planning and whether or not there was successful implementation of the plan. A
different approach could be qualitative, and using a concept like a scorecard as a tool to measure
accountability for implementing strategic plans (Kirkpatrick & Kirkpatrick, 2016; Martello et al.,
2016; Shahin & Zairi, 2006).
Finally, the findings from this study demonstrated that stakeholders found the mission of
Kadima to be highly motivating. Another study could consider the relationship of nonprofit
organizational mission to stakeholder motivation to engage with the organization. This research
would be of particular importance to the faith-based nonprofit sector. Holland (2002) found that
nonprofit boards address their accountability and expect staff to account for outcomes because
this is typically the experience in the for-profit sector; however, there are few studies about how
nonprofit boards handle accountability. This is another area for future research.
Kadima effectively uses strategic planning to chart the organization’s course. It would be
worthwhile for Kadima senior staff to reflect upon the ways that they engage with the strategic
plan and they lead their departments and to formalize this research. I also recommend Kadima
investigate and determine whether adding a new position, chief strategy officer, to the
organization would be efficacious for the organization. The chief strategy officer would be
59

responsible for the creation, implementation, and evaluation of strategic planning at all levels of
the organization.
Conclusion
This study sought to understand how Kadima, a JNO implemented its strategic plan and
whether, when considered through the framework of Clark and Estes’ (2008) modified gap
analysis, there were ways to improve the process of implementation. The data found that while
highly motivated by Kadima’s mission, the stakeholders’ knowledge, motivation, and
organizational structure can be improved to facilitate strategic plan implementation. Additional
findings include stakeholders lack knowledge of implementation and outcomes of the strategic
plan; study participants identified the tasks they were responsible for to implement the plan;
motivation to implement the strategic plan was positive to neutral among stakeholders;
successful implementation of strategic plan objectives did produce some positive emotions,
however, participant’s value was to positive regarding implementing the strategic plan. The
study also found four organizational influences that positively affect Kadima’s strategic plan
implementation: meetings, reports, task forces, and adaptability.
Recommendations to address the findings of this study are to utilize job aids so all
stakeholders can easily access the goals and objectives of the strategic plan; align staff job
descriptions to strategic plan objectives and goals; continue to use task forces to do work and
achieve goals; and streamline reporting mechanisms throughout the organization so the progress
of strategic plan implementation is better known. These recommendations can close gaps in
stakeholder’s knowledge, motivation, and organizational structure.
This study provided a methodology for organizations to use to understand the
implementation process of strategic planning. Due to the study’s focus on a faith-based nonprofit
60

organization, this work will also contribute to the field and fill a gap in the literature. Nonprofit
organizations serve vital needs in society and do so with scarce resources. Effective strategic
plan implantation is a resource-intensive process, therefore nonprofits should carefully consider
whether it is the best use of resources. Finally, as organizations of all types continue to use
strategic planning as a means to achieve goals this study provides one means of evaluating the
implementation of strategic planning to ensure successful goal attainment.

61

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Appendix A

Interview Questions Potential Probes Key Concept
Addressed
Question Type
(Patton)
1. Tell me what drew you to
work at /serve on the board of
Kadima*?
● What makes
you say that?
● What in your
experience so
far has
supported
that?
Motivation Background
2. Have you been a part of other
organizations implementing a
strategic plan? If yes, what
knowledge was helpful to
implementing outcomes?
Knowledge Background
3. How would you describe
Kadima’s strategic plan?
● Where did you
learn that?
Knowledge Knowledge
4. As a board member/staff
member, what are you
responsible to accomplish to
achieve the objectives of
Kadima’s strategic plan?
● Tell me more Knowledge Knowledge
5. How has your role as a
board/staff member changed,
if at all, in order to achieve the
strategic plans objectives?
● What do you
mean by X
Knowledge Behavior/Knowl
edge
6. How motivated are you to
ensure that the strategic plan
objectives are met? What
influences that motivation?
● Tell me
more…
Motivation Feelings/Emotio
ns
7. What feelings arise for you
when a strategic plan objective
is met?
● What makes
you say that?
Motivation
8. How Kadima’s current
strategic planning
implementation process make
you feel valued?
● Tell me more.
● What do you
mean by
Organization
9. I’m at the board meeting/staff
meeting, tell me what the
conversation at the table is like
about strategic plan
implementation
● Are you
thinking about
a specific
experience?
Organization Sensory
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● Conversations
on strategic
plans
10. Tell me about the tasks the
stakeholders, board members,
staff members, participants, need
to do to achieve the strategic plan
● What makes
you say that?
Organization Knowledge
11. Imagine it is two years from
now, tell me how the current
strategic plan influences Kadima’s
work.
● Tell me more Organization Opinions/values

Abstract (if available)

Abstract This study is a qualitative case study of one Jewish nonprofit organization, Kadima, and the implementation of its strategic plan. The conceptual framework for this study is a modified Clark and Estes gap analysis that seeks the ways knowledge, motivation, and organizational structure can be improved to close performance gaps. Eleven stakeholders, board members, and senior staff members of Kadima took part in semi-structured interviews to provide the data. Additionally, the executive director of Kadima supplied documents that serve as data and a means of triangulation. The findings showed that stakeholders need more knowledge to implement the strategic plan successfully. Participants find the mission of Kadima to be highly motivating; however, the motivation to implement the strategic plan was neutral to positive. Other factors motivated study participants to implement the strategic plan. These included participants’ sense of the value they contribute and positive emotions experienced through implementing the strategic plan. Staff members lacked clarity about where Kadima was at any time in implementing the strategic plan. Board members had a different experience as they received regular status reports on implementation. Four influences that affect the strategic plan implementation are meetings, reports, task forces, and adaptability. The study generated recommendations for practice: the creation of a strategic plan job aid, alignment of staff job responsibilities to strategic plan goals and objectives throughout the organization; the continuation of task forces as a means to get work done; and the availability and streamlining of report.

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University of Southern California Dissertations and Theses

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Asset Metadata

Creator Steinman, Eleanor Beth (author)

Core Title A faith-based nonprofit organization’s implementation of strategic planning: A qualitative study

School Rossier School of Education

Degree Doctor of Education

Degree Program Organizational Change and Leadership (On Line)

Degree Conferral Date 2022-08

Publication Date 08/01/2022

Defense Date 07/27/2022

Publisher University of Southern California (original), University of Southern California. Libraries (digital)

Tag faith-based,nonprofit,OAI-PMH Harvest,strategic plan

Format application/pdf (imt)

Language English

Contributor Electronically uploaded by the author (provenance)

Advisor Hirabayashi, Kimberly (committee chair), Muraszewski, Alison (committee member), Picus, Lawrence (committee member)

Creator Email esteinma@usc.edu,rabbi.e.steinman@gmail.com

Permanent Link (DOI) https://doi.org/10.25549/usctheses-oUC111375978

Unique identifier UC111375978

Legacy Identifier etd-SteinmanEl-11060

Document Type Dissertation

Format application/pdf (imt)

Rights Steinman, Eleanor Beth

Type texts

Source 20220802-usctheses-batch-966 (batch), University of Southern California (contributing entity), University of Southern California Dissertations and Theses (collection)

Access Conditions The author retains rights to his/her dissertation, thesis or other graduate work according to U.S. copyright law. Electronic access is being provided by the USC Libraries in agreement with the author, as the original true and official version of the work, but does not grant the reader permission to use the work if the desired use is covered by copyright. It is the author, as rights holder, who must provide use permission if such use is covered by copyright. The original signature page accompanying the original submission of the work to the USC Libraries is retained by the USC Libraries and a copy of it may be obtained by authorized requesters contacting the repository e-mail address given.

Repository Name University of Southern California Digital Library

Repository Location USC Digital Library, University of Southern California, University Park Campus MC 2810, 3434 South Grand Avenue, 2nd Floor, Los Angeles, California 90089-2810, USA

Repository Email cisadmin@lib.usc.edu