Abstract
This paper argues that a common response in voluntary organisations to managing organisational change has been the adoption of managerial practices and recipes from the commercial business sector. The disadvantages of this approach are discussed, and a potential alternative way forward suggested, focusing on the use of collaboration and alliances. A framework is introduced to indicate the utility of adopting specific strategies in particular operating contexts, the most important elements of which are public image and popularity and the level of competition. The paper concentrates on how factors external to the organisation impact upon internal practices, and concludes by speculating that organisational learning needs to take place in order to manage strategic change successfully and to facilitate organisational growth and survival.
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© 1996 Macmillan Publishers Limited
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Wilson, D.C. (1996). How do Voluntary Agencies Manage Organisational Change?. In: Billis, D., Harris, M. (eds) Voluntary Agencies. Palgrave, London. https://doi.org/10.1007/978-1-349-24485-0_6
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DOI: https://doi.org/10.1007/978-1-349-24485-0_6
Publisher Name: Palgrave, London
Print ISBN: 978-0-333-62951-2
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