Organizational Goals Research Articles

Implementing agile management practices in the era of digital transformation

In the era of digital transformation, organizations face unprecedented technological changes that demand a shift toward more adaptive and responsive management practices. This paper Analyses how organizations can strategically implement agile management practices to navigate these rapid changes effectively. Agile management emphasizes flexibility, collaboration, and customer-centricity, enabling organizations to respond swiftly to market dynamics and evolving customer needs. By adopting frameworks such as Scrum, Kanban, and Lean, companies can enhance their management processes, fostering a culture of continuous improvement and innovation. The paper explores the fundamental principles of agile management and their relevance in the context of digital transformation. It discusses how cross-functional teams, iterative development, and regular feedback loops can facilitate quicker decision-making and enhance collaboration among stakeholders. Additionally, the integration of digital tools, such as project management software and communication platforms, supports agile methodologies by streamlining workflows and improving transparency. Key considerations for successful implementation include aligning agile practices with organizational goals, investing in employee training, and promoting a mindset that embraces change. The paper highlights real-world case studies demonstrating the successful application of agile management in various industries, showcasing its potential to improve responsiveness and operational efficiency. Ultimately, this analysis underscores the critical role of agile management practices in enabling organizations to thrive amidst the challenges of digital transformation

Developing a cross-functional team coordination framework: A model for optimizing business operations

In today's complex business environment, effective cross-functional team coordination is crucial for optimizing operations and achieving organizational goals. This study introduces a comprehensive framework designed to enhance cross-functional team coordination through structured operational management strategies. By integrating key principles of collaboration, communication, and accountability, the framework aims to bridge departmental silos and promote a culture of teamwork. The proposed model is structured around three core components: communication channels, collaborative tools, and performance metrics. First, it emphasizes the establishment of robust communication channels that facilitate real-time information sharing and feedback among team members from diverse functions. This fosters transparency and aligns objectives, ensuring that all team members are on the same page. Second, the framework advocates for the implementation of collaborative tools that streamline project management and task allocation. These tools enable team members to track progress, manage workloads, and share resources effectively, thereby enhancing overall productivity. By utilizing technology that supports remote collaboration, organizations can also adapt to the increasing trend of virtual teams, ensuring that geographical barriers do not hinder coordination. Finally, the model incorporates performance metrics that allow teams to evaluate their effectiveness and make data-driven decisions. By establishing clear key performance indicators (KPIs) related to team outcomes, organizations can continuously monitor progress and identify areas for improvement. This iterative approach not only optimizes current operations but also fosters a culture of continuous improvement within cross-functional teams. The framework is designed for applicability across various industries, demonstrating its versatility in addressing the unique challenges faced by organizations. By adopting this structured approach to cross-functional coordination, businesses can enhance their operational efficiency, reduce project delays, and improve overall team morale. This study contributes to the existing literature on operational management by providing a practical model that organizations can implement to optimize their business operations through improved cross-functional teamwork.

Analysis of Apron Movement Control (AMC) Personnel Availability Towards Airside Supervision Operational Activities of PT Angkasa Pura I Pattimura Ambon International Airport

Apron Movement Control (AMC) is a unit that is responsible for flight operations, aircraft movement supervision, vehicle traffic, passengers and cleanliness supervision in the airside area and recording flight data on the apron. AMC officers are one of the factors that also determine the achievement of organizational goals in the airport sector, because the human resources of AMC officers are the subject of every activity in the organization, the assessment for subjects is carried out through their performance assessment. Through a combination of human resources, facilities/equipment and procedures in a series of elements that work together in carrying out the functions and tasks of supervision and service on the airside so that the goals are achieved. This study aims to determine the supervision of the AMC unit at Pattimura Ambon International Airport in terms of human resources and supporting facilities as well as obstacles in carrying out supervision in the airside area and efforts to overcome obstacles. This study uses a descriptive qualitative approach. The data used are primary and secondary data. Primary data is obtained from observation and interviews, while secondary data comes from literature studies and photographs related to the problems studied. The data analysis techniques used are data reduction, data presentation and drawing conclusions. To test the validity of the data, the triangulation technique is used. The research time was in March 2024. The results of the study showed that the supervision of the AMC unit at Pattimura Ambon International Airport was carried out in accordance with PM-IK (Quality Procedures and Work Instructions), starting from supervision of FOD (foreign object debris), fuel spills, vehicle speed according to SKEP/140/VI/1999, supervision of aircraft movements, supervision of the use of PPE according to procedures and supervision of wind running up / idle. The number of AMC unit human resources currently has 7 personnel consisting of 6 implementing personnel and 1 leader. The AMC unit has equipment that is suitable for use including Handy Talky (HT), Telescope (Binoculars), Computer, Ear Muff, Bad Marshaller, Sunglasses, Light Stick, Raincoat, Follow Me Car, Speed Trap and CCTV. The obstacle in AMC supervision is the lack of personnel so that the workload increases and there are still service users / workers who violate the rules on the airside. The AMC unit has attempted to submit additional personnel and the AMC unit strictly enforces service user discipline according to procedure.

Identifying Levers for Change in Healthcare Coordination Between the Emergency Youth Shelter and Health Systems in Toronto, Canada Through Stakeholder Engagement: A Qualitative Study

Background: Healthcare coordination involves supporting youth experiencing homelessness (YEH) with accessing appropriate healthcare; synchronizing delivery of their healthcare across multiple systems; sharing healthcare and discharge plans with youth and providers who fall under their ‘circle of care;’ and coordinating post-care follow-up as necessary. Challenges with coordinating healthcare within and between the emergency youth shelter (EYS) and health systems include poor accountability for healthcare coordination across systems; information-sharing and privacy policies inhibiting communication between sectoral staff; inconsistencies in system-based and organizational norms, operations, and funding; and each system’s historically fragmented structure. Methods: We used a system thinking framework to identify levers for change in healthcare coordination within and between the EYS and health systems in Toronto, Canada. Six stakeholders who work at various levels of each system participated in online breakout room discussions as part of a two-hour forum facilitated by our research team. A series of four questions were asked to identify levers for change in system parts and system patterns in healthcare coordination within and between the EYS and health systems. Breakout room discussions were recorded, transcribed, and co-analyzed by the research team using reflexive thematic analysis for each question. Results: Organizational and system-wide goals discussed to strengthen healthcare coordination include clarifying accountability in staff roles, revisiting discharge policies to improve continuity of care, prioritizing funding for programs evaluated to be effective, establishing more opportunities for system cross over, enhancing accessibility for YEH, integrating social medicine into healthcare approaches, and streamlining health communication across both systems. When asked about what is realistically possible, stakeholders were optimistic about enhancing information-sharing through digital health platforms, adapting organizational policies to consider the holistic needs of YEH, and dispersing funds more intentionally to support coordination initiatives. Furthermore, poor staff-youth relations, harmful discharge policies and the Toronto housing crisis were noted as patterns impeding meaningful change in coordinating healthcare. Finally, stakeholders identified systems integration and alignment of well-defined healthcare coordination processes across systems to harmonize efforts in achieving healthcare coordination goals. Conclusions: Stakeholder forum participants discussed promising levers for change that are recommended to strengthen parts of the EYS and health systems along with patterns that influence healthcare coordination between them.

The status of reproductive Health Indicators in Iran, Compared to the Sustainable Development Goals of the World Health Organization

Background and Objectives: Health indicators such maternal and child mortality rates are social indicators that are used to measure the development of each country. This study aims to investigate the status of maternal and child health indicators and total fertility rate in the last 10 years in Iran compared to the sustainable development goals (SDG) of the World Health Organization (WHO). Methods: This is a systematic review study. A search was first conducted to find studies related to the study objectives in Iran from 2012 to 2022 in online databases of SID, IranDoc, Web of Science, PubMed, Scopus and Google Scholar, using the keywords: Health, fertility, mothers, children. The results of the studies were compared with the SDG indicators of the WHO. Results: The initial search yielded 162 articles. After removing duplicates and screening the studies based on the inclusion criteria, finally 20 articles were selected for the review. The status of SDG indicators in Iran, except for neonatal mortality rate and low birth weight, was in accordance with the SDGs of the WHO until 2030. Conclusion: In the last ten years, the status of most SDG indicators in Iran has been favorable. However, the attention should be paid to the factors affecting neonatal mortality rate and low birth weight to reduce their rates and improve the country’s health status.

Exploring the nexuses between international entrepreneurship and sustainable development of organizational goals: mediating role of artificial intelligence technologies

Exploring the nexuses between international entrepreneurship and sustainable development of organizational goals: mediating role of artificial intelligence technologies

Leadership Empathy and Employee Retention in Health Sector NGOs in Kenya

Aim: Employee turnover undermines the achievement of organizational goals. Retaining talented employees is a significant challenge for many health sector non-governmental organizations (NGOs), and it threatens their sustainability. Previous studies have been conducted to determine the causes of employee turnover in Kenya; however, there is inadequate empirical evidence regarding the correlation between emotional intelligence competencies and employee retention. This study aimed to determine the impact of leadership empathy on employee retention in health sector NGOs in Kenya. Methods: The study was conducted based on Bar-On’s Emotional Intelligence Competencies Model. Positivism was the philosophical foundation of this descriptive design study. The analysis unit included 30 health sector NGOs in Kenya, while the observation unit included 1,500 management-level employees. The Yamane formula was used to determine the study sample size, which consisted of 316 respondents. A stratified random sampling technique was implemented to determine the sample. A semi-structured questionnaire was used to collect the study data. Statistical Package for the Social Sciences software (version 26) was used for data analysis, where descriptive and inferential statistics were computed. The findings are presented in tables and figures and prose form. Results: The study found a positive influence, indicating that increased empathy enhanced employee retention. Therefore, we concluded that leadership empathy is positively and significantly correlated with employee retention in health sector NGOs in Kenya. Recommendations: Managers and supervisors in health sector NGOs should receive training and development programs to enhance their empathy skills. Additionally, health sector NGOs should provide workshops, seminars, and coaching sessions that emphasize developing leadership empathy skills through active listening, perspective-taking, and genuine concern for others.

Effects of Consistency in Healthcare Settings on Employee Performance in Zanzibar’s Public Health Facilities: An Analytical Study

This study investigates the impact of consistency on employee performance within Zanzibar's healthcare sector. Consistency, encompassing core values, agreement, and coordination/integration, is essential in maintaining high standards of care and ensuring alignment with organizational goals. Using a cross-sectional descriptive design and quantitative approach, data were collected from 288 healthcare employees with a minimum three-month tenure of the four selected district hospitals in Zanzibar through structured questionnaires, and responses were analysed using descriptive statistics and multiple regression analysis with the aid of IBM SPSS (Version 25). The results revealed that while consistency is a critical factor in organizational culture, its relationship with employee performance is weak and statistically insignificant. Specifically, the regression analysis indicates that an increase in consistency is associated with a slight decrease in employee performance, a finding that contrasts with previous studies. Despite this, the study identifies the importance of core values and coordination/integration as distinct constructs that contribute uniquely to organizational consistency. The study concludes that while consistency is important, its influence on employee performance may be more complex than previously understood. The findings suggest the need for targeted interventions to enhance specific aspects of consistency, such as cross-departmental coordination and management practices, to improve organizational effectiveness. Future research should focus on exploring these interventions and their impact on employee performance and patient care outcomes in healthcare settings.

Advancing Organizational Effectiveness Through Strategic Workforce Planning and Technology Integration

Abstract: This comprehensive examination delves into the pivotal roles of strategic workforce planning and technological advancements in bolstering organizational effectiveness. Spanning various critical dimensions such as human resource demand forecasting, strategic recruitment and selection, employee training and development, diversity and inclusivity, and the integration of technology in HR practices, the paper articulates a multi-faceted approach to optimizing workforce capabilities. By leveraging predictive analytics, organizations can forecast future employment needs, while AI-enhanced recruitment processes streamline candidate selection, ensuring alignment with organizational goals. The deployment of advanced training methodologies, coupled with a focus on creating a diverse and inclusive work environment, not only enriches organizational culture but also drives innovation and improves overall performance. The paper further explores the strategic use of HR analytics, AI in recruitment, and digital platforms in employee development and engagement, highlighting their significance in adapting to the evolving work landscape. Through an in-depth analysis, it becomes evident that the integration of strategic HR planning and cutting-edge technologies is not merely an option but a necessity for organizations aiming to thrive in the competitive global market.

An exploration of factors leading to readiness for organizational health literacy change in community-based health organizations.

Healthcare systems have a responsibility to improve organizational health literacy (OHL) to increase health equity. This study explored two organizational cultural factors, leadership support and staff buy-in, for organizations planning OHL change. Ten community-based health organizations participated in an OHL program. The study design was mixed methods. The qualitative inquiry was interviews with senior leaders to explore awareness of OHL and: impetus to transform, leadership commitment, staff engagement, alignment to organizational goals, and integration of health literacy change with current practices. The quantitative assessment was the Organizational Readiness for Implementing Change (ORIC) questionnaire to assess staff's perceptions about OHL change readiness. Senior leaders articulated the effects of low health literacy in their patient and client population. Support for OHL change was seen at both leadership and staff levels. Impetus for change was primarily a response to a community need or for quality improvement. Most of the non-clinical organizations had higher ORIC scores than the clinical organizations, indicating a perceived higher level of readiness for OHL change. Leadership commitment and staff buy-in are important factors of readiness for OHL change. A novel finding is that community-based health organizations are able and willing to engage in OHL change.

Digital Transformation Strategy and Management

This literature review explores the evolving landscape of digital transformation strategy and management, emphasizing the critical role of strategic alignment and leadership in facilitating successful transformation initiatives. As organizations navigate the complexities of digital change, understanding the key drivers, barriers, and best practices becomes essential for achieving long-term competitive advantage. This review synthesizes existing research on digital transformation frameworks, management approaches, and the importance of fostering a culture of innovation and collaboration. It highlights the need for a comprehensive strategy that integrates technology investments with organizational goals, ultimately guiding firms toward effective adaptation in the digital economy. Keywords: Digital Transformation, Strategy, Management, Leadership, Innovation, Competitive Advantage.

Influence of Organizational Market Culture on Change Management in Kenyan Social Enterprises

Firms ought to continuously adapt and modify their operations to fit the changing circumstances in the fiercely competitive and dynamic business environment. This suggests that businesses must incur substantial costs to carry out a variety of changes that will enable them to operate in the changing environment. Adjustments play an important part in defining firm competitiveness in the modern economic environment; however, many firms struggle to properly manage innovations, ensure long-term development, and motivate employees to accept change. This study explored the influence of organizational market culture on change management in social enterprises in Kenya. The study employed the Competing Values Culture theory to assess the company's culture. Using a descriptive design, the study targeted all 129 employees of Kidogo Early Years Company Limited, from top management to departmental level. Data collection involved questionnaire surveys for primary data. Analysis of quantitative data was by Statistical Package for Social Sciences version 29. The regression analysis findings revealed that organizational market culture (β = 0.310, p = 0.012) had significant positive influence on change management. The study concludes that organizations that are goal-oriented and market-driven are more adaptable to external pressures and are better positioned to manage change effectively. In view of the findings, the study recommends that for organizations with a market culture, it is crucial to embed a results-oriented approach that aligns change management with organizational goals and objectives. Practices such as setting clear performance targets, encouraging a competitive spirit, and focusing on market-driven strategies should be incorporated into daily operations. Keywords: Organizational Market Culture, Change Management, Social Enterprises, Organizational Culture Influence, Kenya

Multimodal transport route selection: An integrated fuzzy hierarchy risk assessment and multiple criteria decision-making approach

Selecting multimodal transport routes is a complex problem due to the presence of various, often conflicting decision-making attributes, such as transportation cost and time, diverse risks with hierarchical relationships both within and across groups, decision-makers’ preferences, and numerous possible options. To address this problem, a novel decision-making approach is proposed, integrating the best-worst method (BWM), fuzzy hierarchy risk assessment (FHRA), and additive ratio assessment (ARAS). This approach decomposes the route decision-making problem into a hierarchy structure and determines the optimal solution through three distinct phases. In the first phase, BWM assigns relative weights to various criteria within the hierarchical structure, ensuring that the decision-makers’ preferences are accurately reflected. In the second phase, FHRA evaluates qualitative risks from the lowest to the highest hierarchy levels. This process involves calculating risk magnitudes at the lowest hierarchy level and progressively recalculating them as they ascend to the highest level of the hierarchy. The multimodal transport cost-model provides transportation cost and time. In the final phase, ARAS synthesizes all the decision-making data to rank all possible multimodal alternative routes based on utility scores. The realistic case study validates the practical applicability and effectiveness of the proposed approach. The findings indicated that the proposed methodology effectively identify the most appropriate multimodal transport route as the best compromise choice. This study contributes new knowledge regarding a new hybrid decision-making framework that combines multiple criteria decision-making methods with fuzzy hierarchy risk analysis, thereby enhancing the design of transportation plans to align with organizational goals and customer requirements.

A Decision Support Framework for Resilient and Sustainable Service Design

AbstractResilient and sustainable service design is essential for ensuring the longevity and effectiveness of service systems. However, existing literature often neglects key aspects such as articulating resilience attributes and integrating sustainability dimensions. This study proposes a decision support model for a “resilient-sustainable service design” that merges service design principles with resilient system attributes and organizational sustainability goals. The framework incorporates a multi-objective mathematical programming model and a multi-phased Quality Function Deployment (QFD) approach to derive Pareto optimal solutions using the Brute Force algorithm. Applied in the m-health service sector in Bangladesh, the study reveals significant challenges, including limited awareness of services and logistical inefficiencies. To address these issues, flexible strategies such as demand planning and service innovation are implemented. The findings have direct implications for the improvement of service delivery processes and underscore the importance of considering both resilience and sustainability. While focusing on Bangladesh’s m-health sector, the insights gained have broader relevance globally. The integration of resilience and sustainability principles into service design is crucial for addressing complex challenges across sectors and regions. Future research could involve longitudinal studies to capture evolving resilience strategies and explore resilient-sustainable service systems from a broader perspective. This entails examining various factors such as technological advancements and socio-economic dynamics shaping resilient and sustainable service ecosystems.

Analysis of Factors Affecting Logistic Performance Among Registered Freight and Forwarding Firms in Nairobi County, Kenya

Purpose: The general objective of the study was to establish the environmental factors affecting logistics performance among registered freight forwarding firms in Nairobi County, Kenya. The specific objectives comprised of examining the effect of the internal environment, external environment and firm size on the logistic performance of registered freight forwarding firms in Nairobi County, Kenya. Methodology: This study used a descriptive research design. The study targeted 1676 managing director and senior departmental level managers drawn from the registered freight and forwarding firms. Data was collected using questionnaires. The collected data was entered into SPSS 28 analytical tool where it was coded and analysed. Both descriptive and inferential analysis was applied. Findings: The findings showed that firm size had a positive and significant moderating effect on the relationship between environmental factors and performance of registered freight and forwarding firms in Nairobi County, Kenya. The study concludes that there is a positive and statistically significant relationship between internal environment factors and logistic performance. The study shows that while the structural aspects are important, the cultural and leadership elements play a more pivotal role in enhancing logistic performance. The study further concludes that external environment factors have a positive and significant effect on logistic performance. The study notes that infrastructure, policy and technology are crucial, but the potential benefits of technology may not be fully realized or uniformly adopted across the firms. The study also concludes that firms of all sizes can potentially achieve high logistic performance by focusing on effective resource utilization, strategic market analysis, and continuous development efforts. Unique Contribution to Theory, Policy and Practice: The study recommends that the policymakers should focus on simplifying documentation and customs procedures to reduce delays and improve the overall efficiency of logistic operations. The government should invest and increase support in research and development. The study also recommends that firms should establish clear communication policies that foster teamwork and engagement since encouraging participatory engagement and keeping employees informed of shared goals can spur productivity. Logistical firms should also invest in resources including human resource and financial resources. The firm should recruit and retain adequate and competent personnel to meet organizational goals as well as mobilize financial resources effectively to support investments in technology and infrastructure.

Strategic Procurement Practices and Performance of Export Processing Zone Firms in Machakos County, Kenya.

Export Processing Zones (EPZs) were established in Kenya to boost industrialization, attract foreign investment, and drive economic growth. However, despite significant government efforts, the performance of EPZ firms has been below expectations. This study investigates whether strategic procurement practices could improve the performance of EPZ firms in Machakos County, Kenya. Strategic procurement, which aligns procurement with organizational goals and emphasizes long-term value creation, was the focus. The study specifically explored the impact of strategic sourcing, strategic partnerships, strategic inventory management, and strategic contract management on the performance of EPZ firms in Machakos County. Using a descriptive research design, all 99 EPZ firms in Machakos County were surveyed through a census approach. Data was collected via structured questionnaires, with a pilot study conducted to ensure content validity and clarity. Both qualitative and quantitative data were analyzed, with results presented in tables and charts. The findings showed that the four strategic procurement practices adopted improved the performance of export processing zone (EPZ) firms in Machakos County. Strategic sourcing for instance significantly improved the operational efficiency and cost-effectiveness of EPZ firms. Firms that developed strategic partnerships with suppliers experienced enhanced product quality and supply chain reliability. Effective inventory management practices led to reduced waste and better resource allocation, positively impacting overall performance. Proper contract management was associated with improved compliance and reduced legal disputes, contributing to better performance metrics. The study concluded that adopting strategic procurement practices substantially enhances the performance of EPZ firms in Machakos County. By aligning procurement strategies with organizational goals and focusing on long-term value, firms can achieve greater efficiency, reliability, and cost savings. Policymakers should promote the adoption of strategic procurement practices within EPZs to boost economic performance.

Achieving SDGs Through Sustainability in Amil Zakat Organisations: Are Organisational Capacity and Social Skills Important?

Objective: This study aims to find empirical evidence related to the influence of organisational capability and social capability on organisational sustainability in the Amil Zakat Organisation (OPZ). This study also wants to prove that OPZ's social capability can moderate the influence of organisational capacity on organisational sustainability. Theoretical Framework: Providing professional organisational capacity is a form of OPZ's responsibility to improve the community's welfare through trustworthy zakat management. Thus, achieving organisational goals requires the importance of organisational capacity. Based on the stewardship theory, management is not motivated by individual goals but instead focuses on their primary goal for the organisation's benefit. Method: The methodology used in this study is a quantitative approach and the data analysis was carried out with the Moderated Regression Analysis model. Results and Discussion: The results of the research reveal that both organisational capacity and social capability have a positive influence on organisational sustainability. Furthermore, social capabilities have a positive moderating effect on the effect of organisational capacity on organisational sustainability. The test results show that the moderation in this study is included in the type of quasi-moderation. Research Implications: The results imply that the organisational capacity and social capability of OPZs have an essential role in determining organisational sustainability, where the social capability of amil zakat agencies becomes a determinant to strengthening organisational capacity in supporting the sustainability of amil zakat agencies. Originality/Value: This research provides new insights into the role of organisational capacity and social capability in achieving sustainability in the Amil Zakat Organisation. This study aligned with SDG 1 (No Poverty) by enhancing the management of Zakat funds to improve community welfare.

Planning For The Development Of Technical Competence In Land Management (Case Study At The Regional Office Of The National Land Agency, DKI Jakarta Province)

This study aims to design a development plan for technical competencies in land management, specifically within the Regional Office of the National Land Agency (BPN) DKI Jakarta Province. The complexity of land issues in urban areas like Jakarta necessitates the improvement of technical competencies among functional land administrators to ensure effective performance and service delivery. Using a qualitative research approach, data was gathered through interviews, observations, and document analysis. The research highlights the absence of a structured competency development plan for land administrators and suggests the need for tailored training programs. Findings emphasize the importance of digital literacy, land administration skills, legal expertise, and communication skills to meet the demands of modern land management. The study concludes with recommendations for competency development that aligns with organizational goals, proposing a competency framework tailored to the challenges faced in Jakarta.

Analysis Of The Effectiveness Of The Implementation Of E-Performance At The Office Of The Department Of Trade And Industry Of Gowa Regency

Performance appraisal is an important instrument in measuring the contribution of individuals and teams in achieving organizational goals. Digital transformation, including the implementation of e-performance, is an important strategy to optimize employee performance and improve organizational efficiency, especially in the context of local government. This research analyzes the implementation of e-performance at the Trade and Industry Office of Gowa Regency, as well as the factors that influence its success. Qualitative methods were used by taking samples of employees and leaders who mastered the e-performance system. The results show that the implementation of e-performance has improved compliance, smooth routines, and the expected impact in managing employee performance. Supporting factors include leadership awareness and commitment, adequate information technology infrastructure, and employee training. However, there is a lack of acceptance of the need for innovation as an inhibiting factor. Positive employee disposition towards change and management support in providing the necessary resources and guidance are key to successful implementation of e-performance.

Challenges for Formal Organizations Engaging Volunteers During Regular and Crisis Times According to Polish and Italian Volunteer Coordinators

AbstractThe recent crises in Europe impacted the volunteering patterns within formal organizations that provide support in regular and crisis times. In our paper, we investigated how volunteer coordinators from formal entities (public/governmental and non-governmental) perceive (1) the patterns of volunteering engagement (long-term versus episodic) in regular and crisis times, (2) the processes of retaining volunteers during crises; (3) the trust of the community toward various types of organizations during social crises; (4) the role of informal support groups in relation to the tasks of their organization. Between June and October 2023, we performed an online-based study (total N = 55)—in Poland (N = 28) and Italy (N = 27). The survey had multiple-choice and open-ended questions, and the results were analyzed qualitatively using the thematic analysis framework. The findings indicated that volunteer coordinators reckon that long-term and episodic volunteers play crucial and complementary roles in helping organizations achieve their objectives. This implies that organizations should recognize the value of both types of volunteers and consider them essential resources for pursuing organizational goals. The results also suggest that the volunteer retention strategies are worth outlining or revisiting within organizations, and attention should be paid to psychological support. According to coordinators, trust in non-governmental organizations is perceived as crucial in the beneficiaries' decisions about where to seek help. Collaboration with informal groups is advised, given that the goals can be achieved together, mutually using the resources provided by both types of helping entities.