Hostname: page-component-78c5997874-xbtfd Total loading time: 0 Render date: 2024-11-09T08:36:05.007Z Has data issue: false hasContentIssue false
  • English
  • Français

Managing Strategic Challenges in Community Sector Organisations

Published online by Cambridge University Press:  26 February 2016

Neil Paulsen
Get access

Abstract

Like those in other sectors, managers in community-based organisations face an uncertain and challenging future. Research and writing about the community sector (non-government, not-for-profit, or third sector) has canvassed a wide range of issues. A selective review of the recent literature reveals the breadth of research interest in the challenges facing community sector managers. While some reflection on the implications for managers of current economic and social policy contexts is crucial for this sector, research effort needs to be focused on understanding how third sector managers construe their current strategic challenges and the strategies they use to address them. A small sample of managers working in a regional area in South East Queensland was asked to identify current strategic concerns related to the future viability of their organisations. The key issues raised by managers are compared with the issues raised in the research literature. Results to date indicate that managers' concerns are reflected in the research literature, but that managers are also concerned about the current trends in social policy towards collaboration, amalgamation, and partnership. Implications of these findings for managers operating in this sector are discussed.

Type
Special Theme: Queensland: The Smart State
Information
Queensland Review , Volume 10 , Issue 1 , May 2003 , pp. 141 - 153
Copyright
Copyright © Cambridge University Press 

Access options

Get access to the full version of this content by using one of the access options below. (Log in options will check for institutional or personal access. Content may require purchase if you do not have access.)

References

Adams, D., and Hess, M., 2001, ‘Community in public policy: Fad or foundation?’ Australian Journal of Public Administration, 60(2): 13–23.Google Scholar
Alexander, J., 1999, ‘The impact of devolution on nonprofits: A multiphase study of social service organizations’, Nonprofit Management and Leadership, 10(1): 57–70.Google Scholar
Austin, J. E., 2000, ‘Strategic collaboration between nonprofits and businesses’, Nonprofit and Voluntary Sector Quarterly (Supplement), 29(1): 69–97.Google Scholar
Australian Bureau of Statistics 2001, Community Services (Cat. No. 8696.0), Canberra.Google Scholar
Booth, P., 1998, ‘Invention research: The development of voluntary sector studies in the UK. A comment’, Third Sector Review, 4(2): 85–90.Google Scholar
Cowin, K., and Moore, G., 1996, ‘Critical success factors for merger in the UK voluntary sector’, Voluntas, 7(1): 66–86.Google Scholar
Crittenden, W. F., 2000, ‘Spinning straw into gold: The tenuous strategy, funding, and financial performance linkage’, Nonprofit and Voluntary Sector Quarterly (Supplement), 29(1): 164–182.Google Scholar
Department of Family and Community Services 2000, Participation and support: Towards a more equitable society, Canberra.Google Scholar
Devlin, M., and Struthers, K., 1995, Managing to make a difference, Queensland Council of Social Services (QCOSS), Brisbane.Google Scholar
Dollard, M., Rogers, L., Cordingley, S., and Metzer, J. 1999, ‘Volunteer work: Managers’ conceptualisations of factors affecting volunteer quality of life’, Third Sector Review, 5(2): 5–23.Google Scholar
Farmer, S. M., and Fedor, D. B., 1999, ‘Volunteer participation and withdrawal: A psychological contract perspective on the role of expectations and organizational support’, Nonprofit Management and Leadership, 9(4): 349–367.Google Scholar
Ferris, J. M., 1993, ‘The double-edged sword of social service contracting: Public accountability versus nonprofit autonomy’, Nonprofit Management and Leadership, 3(4): 363–376.Google Scholar
Frumkin, P., and Andre-Clark, A., 2000, ‘When missions, markets, and politics collide: Values and strategy in the nonprofit human services’, Nonprofit and Voluntary Sector Quarterly (Supplement), 29(1): 141–163.Google Scholar
Golensky, M., and DeRuiter, G. L., 1999, ‘Merger as a strategic response to government contracting pressures: A case study’, Nonprofit Management and Leadership, 10(2): 137–152.Google Scholar
Green, J. C., and Griesinger, D. W., 1996, ‘Board performance and organizational effectiveness in nonprofit social services organizations’, Nonprofit Management and Leadership, 6(4): 381–402.Google Scholar
Harris, M., 1995, ‘Third sector organisations: Challenges for research in changing times’, Third Sector Review, 1: 7–18.Google Scholar
Harris, M., 1998, ‘Doing it their way: Organizational challenges for voluntary associations’, Nonprofit and Voluntary Sector Quarterly, 27(2): 144–158.Google Scholar
Herman, R. D., and Renz, D. O., 1997, ‘Multiple constituents and the social construction of nonprofit organization effectiveness’, Nonprofit and Voluntary Sector Quarterly, 26(2): 185–206.CrossRefGoogle Scholar
Kearns, K. P., and Scarpino, G., 1996, ‘Strategic planning research: Knowledge and gaps’, Nonprofit Management and Leadership, 6(4): 429–439.Google Scholar
Kotter, J., 1996, Leading change, Harvard Business School Press, Boston, MA.Google Scholar
Leat, D., 1998, ‘Invention research: The development of voluntary sector studies in the UK’, Third Sector Review, 4(2): 53–83.Google Scholar
Lyons, M., 1997, ‘Contracting for care: What is it and what is at issue?’ Third Sector Review, 3: 5–21.Google Scholar
Lyons, M., 2001, Third sector: The contribution of nonprofit and co-operative enterprises in Australia, Allen and Irwin, Sydney.Google Scholar
Lyons, M., and Hocking, S., 2000, Dimensions of Australia's third sector, CACOM, UTS, Sydney.Google Scholar
McDonald, C., 1997, ‘Government, funded nonprofits, and accountability’, Nonprofit Management and Leadership, 8(1): 51–64.Google Scholar
McDonald, C., 2000, in Contemporary perspectives on social work and the human services: Challenges and change, (eds O'Connor, I., Smyth, P., and Warburton, J.), Addison Wesley Longman, French's Forest, NSW: 84–99.Google Scholar
Melville, R., 1995, ‘The external organisational environment and organisational survival and change’, Third Sector Review, 1: 65–75.Google Scholar
Muetzelfeldt, M., 2001, ‘The facilitative state and the symbolic potency of mutual obligation’, Australian Journal of Public Administration, 60(2): 99–110.Google Scholar
Najam, A., 1996, ‘Understanding the third sector: Revisiting the prince, the merchant, and the citizen’, Nonprofit Management and Leadership, 7(2): 203–219.Google Scholar
Nowland-Foreman, G., 1997, ‘Can voluntary organisations survive the bear hug of government funding under a contracting regime?: A view from Aotearoa/New Zealand’, Third Sector Review, 3: 5–39.Google Scholar
O'Neill, M., 1998, ‘An interview with Susan Berresford’, Nonprofit Management and Leadership, 8(3): 287–292.Google Scholar
O'Regan, K. M., and Oster, S. M., 2000, ‘Nonprofit and for profit partnerships: Rationale and challenges for cross-sector contracting’, Nonprofit and Voluntary Sector Quarterly (Supplement), 29(1): 120–140.Google Scholar
Rapp, C. A., and Whitfield, C. M., 1999, ‘1;Neighbourhood-based services: Organizational change and integration prospects’, Nonprofit Management and Leadership, 9(3): 261–276.Google Scholar
Ryan, N., 1997, ‘Contracting community services in Queensland’, Third Sector Review, 3: 22–33.Google Scholar
Schmid, H., 1995, ‘Merging nonprofit organizations: Analysis of a case study’, Nonprofit Management and Leadership, 5(4): 377–391.Google Scholar
Sheehan, R. M., 1999, ‘Achieving growth and high quality by strategic intent’, Nonprofit Management and Leadership, 9(4): 413–428.Google Scholar
Shoichet, R., 1998, ‘An organization design model for nonprofits’, Nonprofit Management and Leadership, 9(1): 71–88.Google Scholar
Singer, M. I., and Yankey, J. A., 1991, ‘Organizational metamorphosis: A study of eighteen nonprofit mergers, acquisitions, and consolidations’, Nonprofit Management and Leadership, 1(4): 357–365.Google Scholar
Smith, D. H., 1999, ‘The effective grassroots associations, part one: Organizational factors that produce internal impacts’, Nonprofit Management and Leadership, 9(4): 443–456.Google Scholar
Smith, V., 1996, ‘Contracting for social and welfare services: The changing relationship between government and the voluntary sector in New Zealand’, Third Sector Review, 2: 5–18.Google Scholar
Wilson, D. C., 1992, ‘The strategic challenges of cooperation and competition in British voluntary organizations: Towards the next century’, Nonprofit Management and Leadership, 2(3): 239–254.Google Scholar
York, A., and Zychlinksi, E., 1996, ‘Competing nonprofit organizations also collaborate’, Nonprofit Management and Leadership, 7(1): 15–27.Google Scholar
Young, D. R., 1997, ‘The first seven years of Nonprofit Management and Leadership’, Nonprofit Management and Leadership, 8(2): 193–201.Google Scholar
Young, D. R., Bania, N., and Bailey, D. 1996, ‘Structure and accountability: A study of national nonprofit associations’, Nonprofit Management and Leadership, 6(4): 347–365.Google Scholar