Abstract
The chapter discusses major challenges for the third sector and its associations and assesses them on the basis of literature and a quasi-Delphi research with 37 experts. Five trends are identified as the most important: increasing managerialism as a way to gain legitimacy, changes in the relationship with the public sector due to financial crises and neoliberal ideology, blurring boundaries between the sectors, new demands on associations, and new forms of civic engagement.
This is a preview of subscription content, log in via an institution.
Buying options
Tax calculation will be finalised at checkout
Purchases are for personal use only
Learn about institutional subscriptionsNotes
- 1.
Among others, this saying is accredited to Niels Bohr, Karl Valentin, Mark Twain, and Winston Churchill.
References
Alexander, J. A., & Weiner, B. J. (1998). The adoption of the corporate governance model by nonprofit organizations. Nonprofit Management & Leadership, 8(3), 223–242.
Alexander, J., Nank, R., & Stivers, C. (1999). Implications of welfare reform: Do nonprofit survival strategies threaten civil society? Nonprofit and Voluntary Sector Quarterly, 28(4), 452–475.
Backman, E. V., & Smith, S. R. (2000). Healthy organizations, unhealthy communities? Nonprofit Management & Leadership, 10(4), 355–373.
Berkhout, R., & Jansen, F. (2012). Introduction: The changing face of citizen action. Development, 55(2), 154–157.
Billis, D. (1993). What can nonprofits and businesses learn from each other? In D. C. Hammack & D. R. Young (Eds.), Nonprofit organizations in a market economy: Understanding new roles, issues, and trends (pp. 319–341). New York: Jossey-Bass.
Biwald, P. et al. (2010). Finanzierung der Städte nach der Krise. Wien: KDZ Zentrum für Verwaltungsforschung.
Brainard, L. A., & Siplon, P. D. (2004). Toward nonprofit organization reform in the voluntary spirit: Lessons from the internet. Nonprofit and Voluntary Sector Quarterly, 33(3), 435–457.
Brandsen, T., et al. (2005). Griffins or chameleons? Hybridity as a permanent and inevitable characteristic of the third sector. International Journal of Public Administration, 28(9/10), 749–765.
Bush, R. (1992). Survival of the nonprofit spirit in a for-profit world. Nonprofit and Voluntary Sector Quarterly, 21(4), 391–410.
Christensen, R. A., & Ebrahim, A. (2006). How does accountability affect mission? The case of a nonprofit serving immigrants and refugees. Nonprofit Management and Leadership, 17(2), 195–209.
Clarke, J. et al. (Eds.). (2000). New managerialism, new welfare? London: Sage.
Cooney, K. (2006). The Institutional and technical structuring of nonprofit ventures: Case study of a U.S. hybrid organization caught between two fields. Voluntas, 17(2), 137–155.
Dahlke, A. (2010). Städte und Gemeinden in Deutschland—Im Sog der Krise. Forum Public Management, 6(2), 10–13.
Dart, R. (2004). Being “business-like” in a nonprofit organization: A grounded and inductive typology. Nonprofit and Voluntary Sector Quarterly, 33(2), 290–310.
Dees, G. J. (2001). The meaning of “social entrepreneurship”. The Fuqua School of Business. http://www.fuqua.duke.edu/centers/case/documents/dees_sedef.pdf.
Dees, G.J., & Anderson, B. (2003). Sector-bending: Blurring lines between nonprofit and for-profit. Society, 40(4), 16–29.
DiMaggio, P. J., & Powell, W. W. (1983). The iron cage revisited: Institutional isomorphism and collective rationality in organizational fields. American Sociological Review, 48(2), 147–160.
Ebrahim, A. (2005). Accountability myopia: Losing sight of organizational learning. Nonprofit and Voluntary Sector Quarterly, 34(1), 56–87.
Ebrahim, A. (2009). Placing the normative logics of accountability in “thick” perspective. American Behavioral Scientist, 52(6), 885–904.
Edwards, M. (2008). Small change: Why business won’t save the world. San Francisco: Berrett-Koehler.
Edwards, M. (2011). Impact, accountability, and philanthrocapitalism. Society, 48(5), 389–390.
Eising, R. (2004). Multilevel governance and business interests in the European Union. Governance, 17(2), 211–245.
Epple, D., & Romano, R. E. (1998). Competition between private and public schools, vouchers, and peer-group effects. The American Economic Review, 88(1), 33–62.
Esping-Andersen, G. (1990). The three worlds of welfare capitalism. Princeton: Princeton University Press.
European Commission (2012). The 2012 Ageing Report. Economic and budgetary projections for the 27 EU Member States (2012–2060). Brussels.
Evers, A. (2005). Mixed welfare systems and hybrid organizations: Changes in the governance and provision of social services. International Journal of Public Administration, 28(9,10), 737–748.
Evers, A., & Laville, J.-L. (2004). Social services by social enterprises: On the possible contributions of hybrid organizations and a civil society. In A. Evers & J.-L. Laville (Eds.), The third sector in Europe (pp. 237–255). Celtenham: Edward Elgar.
Evetts, J. (2003). The construction of professionalism in new and existing occupational contexts: Promoting and facilitating occupational change. The International Journal of Sociology and Social Policy, 223(4/5), 22–35.
Fellner, W., & Grisold, A. (2010). Verteilung im Zeitalter des Neoliberalismus. Die Entwicklung traditioneller Wohlfahrtsstaaten anhand ausgewählter Makrodaten. In A. Grisold, et al. (Eds.), Neoliberalismus und die Krise des Sozialen. Das Beispiel Österreich (pp. 63–110). Wien: Böhlau.
Fine, A. (2009). Using Web 2.0 technologies to connect with new supporters. Nonprofit World, 27(4), 20–22.
Foucault, M. (1974). Die Ordnung der Dinge. Eine Archäologie der Humanwissenschaften. Frankfurt a. M.: Suhrkamp.
Frantz, C., & Zimmer, A. (2002). Zivilgesellschaft international: alte und neue NGOs. Opladen: Leske + Budrich.
Freidson, E. (2001). Professionalism—the third logic. Chicago: University of Chicago Press.
Fröse, M. W. (2009). Leadership Diskurse: Neue Herausforderungen für Führung und Leitung. In: J. Eurich & A. Brink (Eds.), Leadership in Sozialen Organisationen (pp. 225–244). Wiesbaden: VS Verlag für Sozialwissenschaften.
Gallie, D., & Paugam, S. (Eds.). (2000). Welfare regimes and the experience of unemployment in Europe. Oxford: Oxford University Press.
Gears, D. A. P. (2012). Corporate wikis underground: An investigation of motivation and collaborative engagement. Journal of Management and Marketing Research, 5(9), 1–20.
Graff, G.M. (2009). Barack Obama: How content management and Web 2.0 helpt win the White House. Infonomics, 23(2), 36–42.
Guo, B. (2006). Charity for profit? Exploring factors associated with the commercialization of human service nonprofits. Nonprofit and Voluntary Sector Quarterly, 35(1), 123–138.
Häder, M. (Ed.). (2002). Delphi-Befragungen: Ein Arbeitsbuch. Wiesbaden: Westdt. Verlag.
Hailey, J., & James, R. (2003). NGO Capacity Building: The Challenge of Impact. Assessment Paper presented to the New Directions in Impact Assessment for Development Methods & Practice Conference: IDPM University of Manchester.
Hammack, D.C., & Young, D. R. (1993). Nonprofit organizations in a market economy: Understanding new roles, issues, and trends. San Francisco: Jossey-Bass.
Henriksen, L. S., et al. (2012). At the eve of convergence? Transformations of social service provision in Denmark, Germany, and the United States. Voluntas, 23(2), 458–501.
Herzig, G. (2006). Wettbewerbs-, beihilfen- und vergaberechtliche Fragen von Non-Profit-Organisationen. In Studiengesellschaft für Wirtschaft und Recht (Ed.), Non-Profit-Organisationen (pp. 97–122). Wien: Linde.
Hittleman, M. J. (2007). Counting caring: Accountability, performance and learning at the greater ithaca activities center. Ithaca: Cornell University.
Hustinx, L. (2010). I quit, therefore I am? Volunteer turnover and the politics of self-actualization. Nonprofit and Voluntary Sector Quarterly, 39(2), 236–255.
Hwang, H., & Powell, W. W. (2009). The rationalization of charity: The influences of professionalism in the nonprofit sector. Administrative Science Quarterly, 54(2), 268–298.
Jirku, B. (2011). Ist sozial, was Arbeit schafft? Zivilgesellschaft und Soziale Arbeit. Forschungsjournal Neue Soziale Bewegungen, 24(3), 71–76.
Jones, M. B. (2007). The multiple sources of mission drift. Nonprofit and Voluntary Sector Quarterly, 36(2), 299–307.
Kan, C. (2012). Arab governments and the social media revolution. The Middle East Magazin, Issue 437, 18–19.
Kelley, M. S., et al. (2005). Doing syringe exchange: Organizational transformation and volunteer commitment. Nonprofit and Voluntary Sector Quarterly, 34(3), 362–386.
Leif, T. (2011). Mythos Politische Beteiligung—Phantom Bürgergesellschaft: Analyse-Abstinenz und Reflexions-Defizit der Politik. Forschungsjournal Neue Soziale Bewegungen, 24(2), 8–13.
Leonard, R., Onyx, J., & Hayward-Brown, H. (2004). Volunteer and coordinator perspectives on managing women volunteers. Nonprofit Management & Leadership, 15(2), 205–219.
Levin, H. M. (1998). Educational vouchers: Effectiveness, choice, and costs. Journal of Policy Analysis and Management, 17(3), 373–392.
Lingane, A., & Olsen, S. (2004). Guidelines for social return on investment. California Management Review, 46(3), 116–135.
Maaser, W. (2009). Neue Verantwortungsteilung und Aktivierung der Wohlfahrtsgesellschaft: Herausforderungen für Nonprofit-Organisationen. In J. Eurich & A. Brink (Eds.), Leadership in sozialen Organisationen (pp. 213–223). Wiesbaden: VS Verlag für Sozialwissenschaften.
Manville, G. (2006). Implementing a balanced scorecard framework in a not for profit SME. International Journal of Productivity and Performance Management, 56(2), 162–169.
Matschk, C. et al. (2012). Knowledge exchange using Web 2.0 technologies in NGOs. Journal of Knowledge Management, 16(1), 159–176.
Meyer, M., et al. (2013). In search of legitimacy: Managerialism and legitimation in civil society organizations. Voluntas, 24(1), 167–193.
Mintzberg, H. (1983). Structure in fives: Designing effective organizations. Engelwood Cliffs: Prentice Hall.
Moxham, C., & Boaden, R. (2007). The impact of performance measurement in the voluntary sector: Identification of contextual and processual factors. International Journal of Operations & Production Management, 27(8), 826–845.
Nährlich, S., & Zimmer, A. (2000). Management in Nonprofit-Organisationen. Eine praxisorientierte Einführung. Opladen: Leske & Budrich.
Nelson, P. J. (1997). Conflict, legitimacy, and effectiveness: Who speaks for whom in transnational NGO networks lobbying the World Bank? Nonprofit and Voluntary Sector Quarterly, 26(4), 421–441.
Neumayr, M. et al. (2009). The role of civil society organizations in different nonprofit regimes: Evidence from Austria and the Czech Republic. Comparative Social Research, 26(1), 167–196.
Nicholls, A. (2008). The landscape of social investment: A holistic topology of opportunities and challenges. Oxford: Skoll Centre for Social Entrepreneurship.
OECD. (2010). Government social spending, social issues—Key tables, 13.4.2011. OECD.
Okoli, C., & Pawlowski, S.D. (2004). The Delphi method as a research tool: An example, design considerations and applications. Information & Management, 42(1), 15–29.
Olsen, S., & Galimidi, B. (2009). Managing social and environmental impact: A new discipline for a new economy. The Brown Journal of World Affairs, 15(2), 43–56.
Ordanini, A., et al. (2011). Crowd-funding: Transforming customers into investors through innovative service platforms. Journal of Service Management, 22(4), 443–470.
Park, C. (2008). Do the boundaries between the nonprofit, public and business sectors blur? Comparing “within the nonprofit sector collaboration networks” and “inter-sector collaboration networks” in the social service field in Pittsburgh, Pennsylvania. International Review of Public Administration, 13(2), 81–95.
Penz, O. (2010). Vom Sozial- zum Wettbewerbsstaat. In A. Grisold, et al. (Eds.), Neoliberalismus und die Krise des Sozialen. Das Beispiel Österreich (pp. 139–179). Wien: Böhlau.
Priller, E., & Zimmer, A. (2001). Der dritte Sektor international: mehr Markt – weniger Staat? Berlin: Edition Sigma.
Rameder, P., & More-Hollerweger, E. (2009). Beteiligung am freiwilligen Engagement in Österreich. In Bundesministerium für Arbeit (Ed.), Freiwilliges Engagement in Österreich. 1. Freiwilligenbericht (pp. 49–73). Wien: BMASK.
Rauschenbach, T., & Zimmer, A. (2011). Bürgerschaftliches Engagement unter Druck? Analysen und Befunde aus den Bereichen Soziales, Sport und Kultur. Opladen: Leske + Budrich.
Roberts, S. M., et al. (2005). NGOs and the globalization of managerialism. A research framework. World Development, 33(11), 1845–1864.
Ruef, M., & Scott, R. W. (1998). A multidimensional model of organizational legitimacy: Hospital survival in changing institutional environments. Administrative Science Quarterly, 43(3), 877–904.
Simsa, R. (2013). Gesellschaftliche Restgröße oder treibende Kraft? Soziologische Perspektiven auf NPOs. In R. Simsa, et al. (Eds.) Handbuch der Nonprofit-Organisation (pp. 125–145). Stuttgart: Schaeffer Poeschel.
Simsa, R., et al. (2004). Belastende AltenpflegerInnen – Zur Notwendigkeit verbesserter Rahmenbedingungen für ein langfristige Sicherung der Qualität der Altenpflege. SWS-Rundschau, 44(3), 497–509.
Skocpol, T. (2003). Diminished democracy: From membership to management in American civic life. Norman: University of Oklahoma Press.
Smith, S. R., & Lipsky, M. (1993). Nonprofits for hire, the welfare state in the age of contracting. Cambridge: Harvard University Press.
Stehr, N. (2007). Die Moralisierung der Märkte. Frankfurt a. M.: Suhrkamp.
Strømsnes, K. (2009). Political consumerism: A substitute or a supplement to conventional political participation? Journal of Civil Society, 5(3), 303–314.
Suchman, M. C. (1995). Managing legitimacy: Strategic and institutional approaches. Academy of Management Journal, 20(3), 571–610.
Symonds, A., & Kelly, A. (Eds.). (1998). The social construction of community care. Basingstoke: Macmillan.
Taylor, R., et al. (2012). From crisis to mixed picture to phoney war: Tracing third sector discourse in the 2008/9 recession. In T. S. R. Center (Ed.), Research report, vol. 78: Third sector research. University of Birmingham, University of Southampton.
van Slyke, D. M., & Roch, C. H. (2004). What do they know, and whom do they hold accountable? Citizens in the government-nonprofit contracting relationship. Journal of Public Administration Research and Theory, 14(2), 191–209.
Wadham, H. (2009). Talking across boundaries: Business and NGO perspectives on CSR, sustainable development and partnership. Journal of corporate citizenship, 34(1), 57–68.
Webb, N. J. (1996). Corporate profits and social responsibility: Subsidization of corporate income under charitable giving tax laws. Journal of Economics and Business, 48(4), 401–421.
Weber, A. T. F. (2011). Die Moralisierung der Wirtschaft: CSR als strategisches Element neoliberaler Gesellschaftspolitik? In G. Mikl-Horke (Ed.), Sozioökonomie: Die Rückkehr der Wirtschaft in die Gesellschaft (pp. 367–400). Marburg: Metropolis.
Weisbrod, B.A. (1998a). Modeling the nonprofit organization as a multiproduct firm: A framework for choice. In B. A. Weisbrod (Ed.), To profit or not to profit: The commercial transformation of the nonprofit sector (pp. 47–64). New York: Cambridge University Press.
Weisbrod, B. A. (1998b). The nonprofit mission and its financing: Growing links between nonprofits and the rest of the economy. In B.A. Weisbrod (Ed.), To profit or not to profit: The commercial transformation of the nonprofit sector (pp. 1–22). Cambridge: Cambridge University Press.
Wijkström, F., & Zimmer, A. (Eds.). (2011). Nordic civil society at a cross-roads. Transforming the popular movement tradition. Baden-Baden: Nomos.
Young, D. R. (1997). The first seven years of nonprofit management and leadership. Nonprofit Management and Leadership, 8(2), 193–201.
Young, D. R., & Salamon, L. M. (2003). Commercialization, social ventures, and for-profit competition. In L. M. Salamon (Ed.), The state of nonprofit America (pp. 423–446). Washington: The Brookings Institutions Press.
Zimmer, A. (1997). Public Private Partnerships: Staat und Dritter Sektor in Deutschland. In H. K. Anheier, et al. (Eds.), Der Dritte Sektor in Deutschland. Organisationen zwischen Staat und Markt im gesellschaftlichen Wandel (pp. 75–98). Berlin: Sigma.
Zimmer, A. (1999). Corporatism revisited—the legacy of history and the german nonprofit sector. Voluntas, 10(1), 37–49.
Zimmer, A., & Nährlich, S. (1993). Nonprofit-Management und Marketing—mehr als Betriebsführung und Marktorientierung. Zeitschrift für öffentliche und gemeinwirtschaftliche Unternehmen, 33(3), 345–354.
Zimmer, A., & Nährlich, S. (1997). Krise des Wohlfahrtsstaates und New Public Management. Zeitschrift für Sozialreform, 43(9), 661–684.
Zimmer, A., & Priller, E. (Eds.) (2004). Future of civil society: Making central European nonprofit-organizations work. Wiesbaden: VS Verlag für Sozialwissenschaften.
Zimmer, A., et al. (2013). Der Nonprofit Sektor in Deutschland. In R. Simsa, et al. (Eds.), Handbuch der Nonprofit-Organisation (pp. 15–37). Stuttgart: Schaeffer Poeschel.
Author information
Authors and Affiliations
Corresponding author
Editor information
Editors and Affiliations
Rights and permissions
Copyright information
© 2014 Springer Science+Business Media New York
About this chapter
Cite this chapter
Meyer, M., Simsa, R. (2014). Developments in the Third Sector: The Last Decade and a Cautious View into the Future. In: Freise, M., Hallmann, T. (eds) Modernizing Democracy. Springer, New York, NY. https://doi.org/10.1007/978-1-4939-0485-3_17
Download citation
DOI: https://doi.org/10.1007/978-1-4939-0485-3_17
Published:
Publisher Name: Springer, New York, NY
Print ISBN: 978-1-4939-0484-6
Online ISBN: 978-1-4939-0485-3
eBook Packages: Humanities, Social Sciences and LawSocial Sciences (R0)