In Search of Strategy

The canon of volunteer administration contends that adoption of specified practices separates effective from ineffective programs. Alternatively, structural contingency and strategic human resource management theories suggest that managers make adoption decisions based on how organizational circumstances dictate the applicability or efficacy of particular practices. We test propositions that universalistic adoption of “best practices,” contingent adoption of practices, and configurational adoption of bundles of practices are associated with program outcomes of recruitment ease, retention of volunteers, and the net benefits that volunteers bring to organizational operations. With all sets of tests garnering limited empirical support, we conclude that human resource practice in volunteer administration is loosely coupled with outcomes, but that some organizations do—and many more should—manage according to the singular context of their institutional and external environments.     

Bittersweet and Paradoxical

The American Red Cross is the most active nonprofit organization involved in disaster planning and response in the United States. The organization deployed nearly 50,000 volunteers to provide essential support to victims of some 125,000 domestic disasters, including home fires, hurricanes, wildfires, and floods, in a recent two‐year period. This study asks how American Red Cross disaster response volunteer experiences function to cultivate satisfaction and, at the other end of the spectrum, the kind of dissatisfaction that leads people to quit; it pays particular attention to ways in which volunteer management shapes dissatisfaction and fatigue because of implications for volunteer retention. Paradoxically, the Red Cross facilitates the highly satisfying act of helping victims, but volunteers feel dissatisfied when management practices get in the way of helping. The study suggests voluntary organizations that rely on skilled, long‐term volunteers to deliver services should evaluate and strengthen their communication strategies, recognition practices, and support systems for volunteers in distress.     

Tax rules

Tax schemes are more restricted by constitutional rules than subsidies. We introduce a model of public good provision with incentive problems in agenda-setting and identify several advantages of restrictions on tax schemes. In particular, tax rules may prevent the proposal and adoption of inefficient projects that benefit only a small minority. We also propose “redistribution efficiency” as a socially desirable property of proposals and find that tax rules guarantee this kind of efficiency. Moreover, a constitution that requires certain restrictions on both taxes and subsidies satisfies a criterion we label “robustness against counter-proposals.” We provide an axiomatic characterization of this constitution. Finally, we perform utilitarian welfare comparisons.     

Becoming a Good Welfare Manager: Paternalistic Oppressive Othering and Neoliberal Boundary Maintenance

Using data from telephone interviews with 69 county welfare-to-work program managers in Ohio, we examine how individuals rely on paternalism and neoliberal ideology to construct themselves as “good workers” through two processes of identity work: oppressive othering and boundary maintenance. Program managers construct themselves as good workers through a process we call “paternalistic oppressive othering” in which managers draw on the dominant oppressive ideology of paternalism to present themselves as helpful. We also find managers draw on neoliberal ideology to legitimate the program and their work through a process we call “neoliberal boundary maintenance.”     

Factors Attracting Individuals to Nonprofit Management over Public and Private Sector Management

Little research has sought to identify the distinct advantages that nonprofits offer employees, particularly managers. Drawing upon Weisbrod's theory of managerial sorting (1988), we test a series of hypotheses about the differences among nonprofit, public, and for‐profit organizations that may explain the preference of managers to work in one sector over the other. We use pooled cross‐sectional data from the General Social Survey to test managerial sorting. We find many similarities in the perceptions of managers in the nonprofit and public sectors as compared to the for‐profit sector. However, when we examine the sorting of managers into nonprofit versus public sector jobs, we find differences in work environment. Compared to those working in the public sector, managers in nonprofits report greater freedom in deciding how to carry out their job functions, more control over their work schedules, and greater opportunities for pay increases. We conclude with a discussion of the implications of these findings for the practice of nonprofit management.     

What Motivates Which Volunteers? Psychographic Heterogeneity Among Volunteers in Australia

Six psychographic segments of volunteers in Australia are constructed on the basis of their volunteering motivations. The resulting segments include “classic volunteers,” whose motivations are threefold: doing something worthwhile; personal satisfaction; and helping others. “Dedicated volunteers” perceive each one of the motives for volunteering as relevant, while “personally involved volunteers” donate time because of someone they know in the organization, most likely their child. “Volunteers for personal satisfaction” and “altruists” primarily wish to help others, and finally, “niche volunteers” typically have fewer and more specific drivers motivating them to donate time, for example, to gain work experience. The segments are externally validated and demonstrate significantly different socio-demographic profiles. Consequently, it seems that motivation-based data-driven market segmentation represents a useful way of gaining insight into heterogeneity amongst volunteers. Such insight can be used by volunteering organizations to more effectively target segments with customized messages.     

Diversity Regimes in Worker Cooperatives: Workplace Inequality under Conditions of Worker Control

Two major shifts in contemporary work organizations—“employee participation” and “diversity management”—have typically been studied in isolation from one another. Building on theoretical work by Acker (2006a,b), we ask how the interaction of these two constructs has affected the pursuit of workplace democracy at two worker cooperatives in Northern California. Using qualitative methods, we find that distinct “diversity regimes” have emerged at these establishments, substantially affecting the configurations of inequality that evolved. We distinguish two types of diversity regimes—“utilitarian” and “communitarian”—which operate either to obscure the workings of inequality or to foster attention to their presence. Our results suggest that how sociodemographic differences are managed has material consequences for the development of egalitarian structures at work.     

More is less? The volunteer stewardship framework and models

Scholars have devoted substantial attention to developing conditional models of volunteer administration and management, but no consensus surrounds the criteria underlying the different models or the rationale. The literature reveals a welter of possibilities but no clear choice. This study conceives the primary managerial challenges as securing access to and guiding volunteer energy into productive volunteering, and the volunteer administrator as the central actor in this process. Based on how volunteers are accessed and guided in their roles, we develop the Volunteer Stewardship Framework, which distinguishes volunteer administration according to two key dimensions: organizational access to volunteer energy (private resource vs. common pool) and guidance of volunteers (unitary vs. shared). Results of a survey of volunteer administration practitioners in the Netherlands show that respondents working under the four models emanating from the Framework recognize different elements of volunteer administration as “Very Important.”     

Participation in formal and informal volunteering: Implications for volunteer recruitment

This study examines factors influencing “formal” volunteering (that is, to an organization) and “informal” volunteering (that is, volunteering carried out individually outside of an organizational context) and the relationship between these two activities. We hypothesize that formal and informal volunteering activities are positively interrelated but that they are shaped by different types of personal resources: involvement in social networks increases the likelihood of both types of volunteering, but human capital increases the likelihood of formal volunteering rather than informal. The bivariate probit regression results emanating from the Independent Sector's “Giving and Volunteering in the United States, 2001” survey are generally supportive of the hypotheses. The findings suggest that nonprofit and public organizations that involve volunteers consider the pool of informal volunteers as a fertile ground for recruitment and find ways to better utilize older Americans in formal volunteering. The results also suggest that volunteer recruitment through organizational membership may be an effective strategy.     

Agency Problems between Managers and Employees in Nonprofit Organizations: A Discrete Choice Experiment

Most principal–agent literature of nonprofit organizations has focused on the relationship between board members and managers. However, in addition to the role as an agent of the board, the manager also performs a role as principal with respect to the nonprofit employees. By using a discrete choice experiment, we identify the objectives of managers and employees in nonprofit organizations and assess the presence of agency problems in this relationship. Our sample consists of 76 headmasters, 161 teachers, and 39 administrative employees in 74 secondary nonprofit schools in Belgium. We find that the six objectives set out in the experiment play an important role for both headmasters and subordinate staff. However, the results also indicate that some of these objectives are significantly more important for the headmasters. In sum, our results suggest that agency theory and stewardship theory are not necessarily in conflict with each other but can be combined into a more general governance framework for nonprofit organizations. Consequently, we argue that incentive structures that incorporate different types of objectives can facilitate the recruitment and retention of employees in nonprofit organizations.     

A New Deal for NPO Governance and Management: Implications for Volunteers Using Psychological Contract Theory

Two major evolutions have been reported to occur in the nonprofit sector during the past decades. Both the nature of nonprofit organizations (NPOs) and of volunteering style are changing. While this creates challenges for NPO governance and management, little is known about the process or the outcomes of these two developments. We propose a two-dimensional conceptual model to explain how the aforementioned evolutions influence the attitudes and behavior of volunteers, based on psychological contract theory. More specifically, we posit that both evolutions create tensions in volunteers’ psychological contracts that could lead to contract breach. We formulate twelve propositions on the nature of this psychological contract breach and the resulting attitudes and behavior of volunteers. Finally, we offer some possible solutions that NPO boards and managers can apply to cope with these challenges.     

Uncharted Waters: Exploring the Relationship between Strategy Processes and Management Control Systems in the Nonprofit Sector

The way in which strategy and management control combine has been the subject of much research attention, but rarely, within a nonprofit context. This is surprising, not only because of the considerable social and economic impact of this sector, but also in view of the apparent trend toward sectoral convergence in many structural and processual respects, including strategic behaviors and approaches to control. In this article, we explore the extent to which the relationship between management control and strategy, as found in for‐profit organizations, may prevail within a nonprofit context. Based on questionnaire responses from 182 Australian nonprofit organizations, we find that this relationship in nonprofit organizations is similar to that in for‐profit organizations, thereby lending support to the “convergence” argument. We reflect on the reasons for these similarities and advance an agenda for further research in this area.     

Death,Modernity and Monuments: The Realities Expressed in the Monuments of the Hanshin–Awaji Earthquake*

Many monuments have been constructed to commemorate the Hanshin–Awaji earthquake. If a memorial represents the need to reaffirm one's ties to “a world,” each monument is supposed to provide an image of that “world.” An analysis of the monuments shows that they are greatly influenced by the character of the various organizations and groups that constructed them. Therefore, the monuments almost appear to be linked to the duties or functions of these groups. However, two realities appeared across these organizations. At first, there is a pattern in the monuments to mourn the death of those with whom one in familiar. It expresses a spiritual feeling about death. Second, we often find the word “we” in the monuments. The word “we” expresses reality in a homogeneous space. Although each reality does not correspond to a particular type of group or organization, they cannot be expressed simultaneously in the one monument. The result of the research shows that the two realities are constituted through different means.     

Volunteers and Professionals in Norwegian Sport Organizations

The mass media, politicians, and social scientists assert that there are increasing problems in recruiting volunteers to voluntary organizations. This paper investigates the situation with respect to voluntary sport organizations in a Norwegian context. The situation for voluntary and paid work is described and discussed with respect to different kinds of sport organizations. The empirical results show that voluntary work still is the foundation of most sport organizations, but that there are large differences between various types of organizations, and that voluntary work functions in complex interaction with other important economic and structural features of these organizations.     

Organizations and Learning: A Critical Appraisal

Discussions about organizations and learning continue to attract critical interest. Since the emergence in the 1970s of the notion of the “learning organization,” notions of systems’ learning, knowledge management and lifelong learning have progressively entered into the debates. Earlier debates, which drew on education and psychology fields as well as organization and management studies, frequently explored plural objectives for learning occurring within organizational and workplace arenas. They included emphasis on workers’ as well as managerial interests in various forms and objectives of learning. Latter debates on organizational learning appear predominantly shaped by a distinctive economic rationality and management interest. This article, from a sociological vantage point, reviews key thematic issues and critically explores some current questions in regard to organizations and learning. It proposes that a prevailing economic model in accordance with generalized policy objectives evident across the advanced economies for a neo‐liberalized “knowledge‐based economy” and “learning society” poses a particular set of contemporary issues and problems. The current juncture may, however, stimulate further innovation in models of learning organizations that widen agenda and prospects for learning.     

Strategy and Structure in Managing Global Associations

A key aspect of civil society worldwide is the emergence of thousands of nongovernmental organizations that operate on a global scale. The special challenges of organizing and managing these organizations include massive communications problems and the need to accommodate a wide diversity of interests. In this paper, we ask what kinds of organizational structures and management strategies are utilized by globally oriented nongovernmental organizations involved in the development of civil society, and we consider the advantages and disadvantages of alternative structures. From 15 case studies, we find that three principal types of structures are utilized: corporate partnerships, federations, and membership associations. We also find that management challenges are addressed in various creative ways within these structures, and that the federation form appears to be generally effective and avoids some of the risks associated with other forms.     

A home from home: the organization as family

The basic unit of human organization has always been the family, although the meaning and composition of “family” has altered over the millennia of human existence. The current view in Western thought is that there is a distinct schism between the family and other social organizations, particularly those organizations associated with work. As a broad distinction, the family is held to be in the private sphere of human interaction and work organizations in the public. Much feminist theory is predicated on this private/public split, and one of the reasons proposed for the social inequality of women is that the private, which is women's “natural” domain, is held to be of lesser social significance.

The paper considers, in a light-hearted (but we hope not lightweight) manner, the metaphor of the organization as family. We provide analogies between the notions of “family” as a private social institution and the work organization, drawing no conclusions, but providing some small insights into affinities and congruences which blur the private/public distinction. If we assert anything at all, it is this: because the work organization is family, we are able to slip from one to the other each day with the minimum of psychic stress.

“Travail, Famille, patrie” (the slogan of the Vichy régime)     

Growing the Volunteer Pool: Identifying Non-Volunteers Most Likely to Volunteer

There are ongoing management and societal challenges affecting volunteering participation. These place a premium on organizations identifying individuals that currently do not volunteer but have the willingness and capacity to do so, the “Potentials”. Supplementing the limited non-volunteer literature, we seek to quantify this potential volunteer pool using constructs aligned to the willingness, capability and availability dimensions from Meijs et al.’s (Volunt Action 8:36–54, 2006) volunteerability framework. Using binary logistic regression testing with a nationally representative sample of Australian volunteers and non-volunteers, we found partial support for the framework’s willingness and capability dimensions determining volunteer status. We then applied a predictive equation to the non-volunteer sample to calculate their percentage likelihood of volunteering, to identify a cohort of “Potential” volunteers. Further testing revealed statistically significant differences between this cohort compared to other non-volunteers based on various interventions for promoting volunteering. The implications of our novel study and an associated research agenda are discussed.

     

Reconsideration of the Problem of Complicity between Volunteering Activities and Neo‐liberalism

There are two opposite opinions on volunteer activities. The advocates applaud them because they could solve problems caused by the nation and the market. The critics of neo‐liberalism, on the other hand, are apprehensive that they would promote social change in line with neo‐liberalism. The aim of this paper is to reconsider the discussions comprehensively and to show theoretical points that avoid complicity with neo‐liberalism. The problems of complicity could be classified into two types. One is at the level of condition, and the other is at the level of consequence. At the level of condition, complicity would occur when volunteer activities function as a replacement for institutions of welfare states, and when volunteers become moralistic and easy to be governed. On the other hand, at the level of consequence, complicity would happen when social disparity that exists among participants in volunteers is mobilized to protect themselves by excluding others. It is then shown that this complicity doesn't always happen and there are ways to avoid it. Such methods are found by considering the “other” who has difficulty in gaining people's sympathy and is neglected in most discussions of volunteers.     

Poor People in Poor Places: Local Opportunity Structures and Household Poverty*

Abstract Accounts of poverty generally fall into either “individualist” or “structuralist” camps. Often these are seen as irreconcilable and incompatible competing perspectives. This paper integrates individualist and structuralist accounts of poverty by examining the relationship between “person poverty” and “place poverty” in nonmetropolitan and metropolitan labor markets, using a multilevel framework. I fashion a general model of poverty production and allocation, drawing on the labor market ecology perspective. After a discussion of this perspective, I develop a multilevel framework for analyzing data from the 1990 Census PUMS‐L sample, STF‐3c, and other sources to show how compositional and contextual factors affect households' likelihoods of being in poverty. These multilevel models also allow us to estimate the degree to which labor market conditions influence the magnitude of household labor supply characteristics. Results suggest that both compositional and contextual factors contribute to the metro‐nonmetro difference in poverty rates, and that the effects of employment vary in accordance with labor market characteristics.