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VOLUNTARY ORGANIZATIONS IN ACTION: STRATEGY IN THE VOLUNTARY SECTOR
Author(s) -
Wilson David C.,
Butler Richard J.
Publication year - 1986
Publication title -
journal of management studies
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 4.398
H-Index - 184
eISSN - 1467-6486
pISSN - 0022-2380
DOI - 10.1111/j.1467-6486.1986.tb00435.x
Subject(s) - turnover , voluntary sector , ambiguity , voluntary action , voluntary association , action (physics) , business , sample (material) , public relations , task (project management) , public sector , political science , economics , psychology , management , market economy , economy , computer science , chemistry , physics , chromatography , quantum mechanics , programming language , perception , neuroscience
Organizations in the voluntary sector have received relatively little attention from researchers in the field of organizational analysis. In particular, the strategy of organizations in the voluntary sector has been assumed to be passive, concentrating on a co‐operative role with commercial or public agencies. This article argues that such a picture is not necessarily accurate and examines the strategies of four leading British voluntary organizations. Data suggest that co‐operation is but one of many strategies pursued by some voluntary organizations. Two of the sample organizations deviate markedly from the stereo‐typical image of co‐operation, and variation in their strategy choice is argued to emanate from dependence relations created by organizational links. The paper argues that the influences which shape the choice of strategy in voluntary organizations are primarily those created by inter‐dependence, and that aspects of task and ambiguity are secondary sources of influence.