OS Capstone: Hands-On Organizational Research By Sara Soderstrom
OS 410: Advanced Research Methods in Organizational Studies is one of my favorite courses to teach because I love
this opportunity to facilitate student research projects. This hands-on course focuses on the use of social science field
research methods to study organizational adaptation, problem solving, and change. Students learn by doing. Conducting
organizational research from start to finish – from finding a focal organization, to collecting interview, observational and
survey data, to analyzing the data and communicating the findings.
When class starts in September, no one knows what organizations will be chosen for projects. As the team members get to
know each other they brainstorm potential focal organizations. Teams then develop their research questions and negotiate
access to their target organizations. For some teams, the first organizations they ask agree to partner with them. For other
teams, access doesn’t develop as quickly or easily and we brainstorm other options and/or revise project scope. Regardless
of how the teams start, all of the teams end with really interesting projects, developing insights and recommendations
based on the data they collect and solidifying their understanding of organizational concepts and theories and how to
apply these to help improve organizations.
In fall 2015, 10 student teams focused their projects on a diverse group of organizations around Ann Arbor. From
university groups to small businesses, teams developed unique insights over the course of their semester.
Two teams focused on newer restaurants in the Ann Arbor area. One studied how employee empowerment at The
Lunch Room contributed to employee commitment to their work. They found that social bonds with the owners and
coworkers supported empowerment, and raised the important question of how the owners can maintain this if they
decide to grow. Another team looked at the factors that drove customer attraction and retention at Salads UP. They found
current promotions were not framed effectively to motivate customers’ repeat purchases. They also found Salads UP was
challenged by the paradox of choice – too much choice overwhelmed customers. The team thus recommended revisions
for the menu and promotions to better align with customer preferences.
One team studied a new business on Main Street in Ann Arbor - Shinola. Shinola is
headquartered in Detroit and the team found Shinola’s embedded Detroit brand in the company’s
story was a fundamental distinguisher from other brands. While they found that the Detroit brand
is a motivating factor for customers to purchase, their work showed product quality is actually
more important for customers. Thus, they recommended Shinola emphasize the quality of their
products in addition to their Detroit story.
Many teams decided to focus on organizations that specifically support University of Michigan students.
One group explored engagement patterns and motivations for students to become involved with
Michigan Hillel. They found that throughout college, student engagement in Hillel declines while
overall engagement in the Jewish community increases. Engagement was driven by relationshipbased and community-based factors. Therefore, they recommended that Hillel target and retain
underclassmen and encourage engagement through activities that build a sense of community.
Another team focused on TechArb, a program that supports student
entrepreneurs. They focused on how teams’ different motivations
(intrinsic vs. extrinsic) for starting their businesses affect level
of personal engagement with the company and well-being and
life balance within the company. They found that extrinsically
motivated individuals have a greater interest in their own personal development while intrinsically motivated individuals
have a greater interest in general company development. Intrinsically motivated individuals reported lower levels of
balance, between their startup work and other aspects of their lives, however. This team’s recommendations focused on
how TechArb can better select ventures to engage with company development as well as better support entrepreneurs with
life balance and wellness skills.
13