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The strategic challenges of cooperation and competition in British Voluntary Organizations: Toward the next century
Author(s) -
Wilson David C.
Publication year - 1992
Publication title -
nonprofit management and leadership
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.844
H-Index - 54
eISSN - 1542-7854
pISSN - 1048-6682
DOI - 10.1002/nml.4130020304
Subject(s) - professionalization , voluntary sector , typology , competition (biology) , turnover , voluntary association , business , public sector , private sector , public relations , market economy , political science , economics , management , economy , economic growth , sociology , ecology , anthropology , law , biology
The interrelationships between public, private, and voluntary sectors in Britain have witnessed increasing levels of change in recent years. This article argues that there have recently been identifiable trends within the voluntary sector, namely, increased levels of competition between sectors, increased competition between voluntary organizations, and increased pressures toward professionalization in voluntary sector management and organization. Predominantly competitive strategies and modes of professionalization have often been borrowed uncritically from commercial “best practice” by voluntary organizations. Thompson's (1967) typology of strategies is used as a basis for proposing cooperation as an alternative to competition in the British voluntary sector.