Voluntary Organizations In Action: Strategy In The Voluntary Sector

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.