Voluntary organizations in action: strategy in the voluntary sector

Article Abstract:

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. (Reprinted by permission of the publisher.)

Planning, Associations, institutions, etc., Associations, Charities, Volunteerism, Oxfam, Royal National Lifeboat Institution

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Sporadic, fluid and constricted processes: three types of strategic decision making in organizations

Article Abstract:

Using 136 cases of strategic decision-making described by a number of variables drawn from the literature, three distinct types of decision-making processes are found. These are termed sporadic, fluid and constricted processes. They are parsimonious characterizations of decision-making processes which, given the variety of the 30 organizations from which the cases are drawn, should be generalizable to a wide range of contexts. (Reprinted by permission of the publisher.)

Decision-making, Decision making, Analysis

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Planned or prioritized? Two options in managing the implementation of strategic decisions

Article Abstract:

The article examines the Readiness-based approach and the Experience-based approach in the processes governing strategic decision implementation. Research indicates that a combination of the two approaches produces the greatest level of implementation success.

United Kingdom, Science & research, Management dynamics, Management, Comparative analysis, Company business management, Business success, Organizational behaviour

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