Figure 1 displays the researcher’s assumption that the size of a manager’s area of responsibility (AOR) and the successful and timely execution of projects is directly connected with the strength of the leadership overseeing the organization and the organizational strategy. There has to be an equilibrium between the organizational size, the AOR and the leadership and organizational culture strength of the manager (s) as a fundamental basis for the organization to function successfully. The assumption is that this fundamental, coupled with the corporate strategy, will successfully execute tasks and projects.Research QuestionsAccording to Edmondson and McManus (2007), research questions are focused on the study and narrow the topics down to achievable and manageable size segments that are relevant. The research questions for the research “How to resolve the delay in project execution in the matrix structured Naval Base Kitsap Fleet and Family Readiness organization?” are narrowed down to a total of three meaningful topics. These three topics address the issues of hypothetical and practical significance. They are focused on a viable research project corresponding to Edmondson and McManus’ (2007) recommendations displayed in their first key element of a field research project.RQ1: How can the execution of special projects such as the development and opening of Navy Getaways, RV Storage, or similar revenue generating projects be improved within the NBK FFR organization?RQ2: What changes can be made to address the challenges found?RQ3: How does the decision-making process affect the outcome of objectives in the matrix organization.Method and Design OverviewThis qualitative exploratory study will be developed on the hypothesis that NBK FFR managers have operated in a complex environment with too many tasks and therefore cannot execute projects and routine tasks successfully on time. Based on the development of theoretical concepts, this study is built upon a foundation of empirical data. The relevancy of this methodologies is founded on the intent of the researcher’s ability to identify isolated interdependencies or theoretical fragments, which can be further differentiated or validated (Jackson et al., 2007).The selection and the exact design of the research method were determined by the research question and contrast the study results. During the empirical part of the pre-work, the researcher decided that the qualitative approach would be the most appropriate method. This approach allows the research process to be designed very openly and provides for in-depth research for a subject area that has not yet been investigated. It is particularly important in qualitative research to document the procedure down to the last detail and make the research process comprehensible (Edmondson & McManus, 2007). That is why the procedure for this empirical study will be described in great detail.Centered around Yin’s (2018) ideas that a Case Study research focuses on current events and has no control over behavioral actions, the research questions for this study are designed to answer “why” or “how” questions. As an exploratory case study, the intent of the research is to explore the execution gap phenomenon in a government matrix organization setting and identify root causes enabling this problem set. Rogers (2021) and Yin (2018) characterize a case study as regardless of the person, event, or organization, the phenomenon represents an independent investigation unit. The foundation of selecting a case study as a research tradition for the chosen method is based on the hypothesis that professionals working for the federal government are not experienced working in a matrix organization. Therefore, the most appropriate research method for this complex problem set is the exploratory case study.For more information on A Matrix Organization check on:https://en.wikipedia.org/wiki/Matrix_management
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