Constructions of volunteerism in third sector organisations: some comparisons

This paper is concerned with notions of volunteerism in third sector organisations. It argues that volunteerism takes different forms and involves different practices according to the contexts in which it is constructed. It draws on a comparative study of the contributions of third sector organisations to civil society, particularly a collaborative research project, Voluntary Associations and Active Citizenship-Welfare, Democracy and the Market in Australia, Russia and Sweden which involved the author as a member of the research team. The paper elaborates four operating frameworks in third sector organisations and discusses the ways in which these frameworks facilitate, co-opt or impede volunteer practices in different settings.

Sustainability of a long-term volunteer-based bird monitoring program : recruitment, retention and attrition

With an increasing demand and reliance on volunteers in a host of different sectors, the need for organisations to understand motivating factors behind volunteering, and how to retain volunteer services, is crucial. This paper examines the recruitment, retention and attrition among a group of volunteers participating in a long-term monitoring program for the critically endangered orange-bellied parrot Neophema chrysogaster. This project is one of the longest running of its type in Australia with more than 20 years of survey activities. Volunteers were most often recruited via other environmental agencies. Almost three-quarters of respondents had been involved in birdwatching or other bird monitoring activities usually in connection with conservation organisations. The modal response was an involvement of 10-20 years, with most other responses in the range 0-5 years. The majority intend to continue volunteering, but cited perceived health and time commitments as the main factors behind possible future decisions to cease volunteering. Respondents suggested improvements in the volunteer management of the program, and in particular, thought a personal 'thank you', would maintain motivation and participation.

Consideration of corporate social orientation in managing sport organisations' internal stakeholders

Increasing pressure from the public has raised the expectations on corporations to be better citizens of their communities and society as a whole (Bennet 2002; Carroll 1999; Epstein 1989; Van Marrewijk 2003; Wood 1991). As a result, corporations have engaged in corporate social responsibility efforts with most of the subsequent research focused on its impact on consumer response (e.g., attitudes, behaviours, etc.) (Bhattacharya & Sen 2001, 2004; Porter & Kramer 2002). Similarly, research interest on corporate social responsibility in the sport industry has risen, yet no research studies have explored the influence and perceptions about corporate social responsibility of important internal constituents (employees and volunteers) of sport organisations. Particular interest would be in uncovering what employees and volunteers specifically believe are important among CSR elements (ethical, discretionary, legal, economic) and what impact a sense of 'shared CSR values' with the respective sport organisation would have on employee and volunteer response. Will understanding how shared social values influence organisational commitment provide insight on recruitment, retention and/or development strategies of employees and volunteers? Further, assessing any difference in sensemaking between these two groups would be of additional value to this line of enquiry, as the perceptions of the organisation are understood as "tantamount to reality, since organisations are social constructions made up of and acting in accordance with shared perceptions," (Brickson 2007, p. 865) particularly those of employees and volunteers of sport organisations. With increasing academic and industry interest of corporate social responsibility in sport and to address the obvious gap on CSR and employees and volunteers in the literature, the present study will explore how CSR impacts internal constituents (employees and volunteers) of sport organisations. Specifically, the main purpose of the present study is to assess the level of perceived shared values as they related to CSR (measured as corporate social orientation) between employees- organisation and volunteers- organisation. Further, the influence of the level of perceived shared corporate social orientation (CSO) on organisational identification will be evaluated in the context of a proposed model, which includes the relationship of perceived shared corporate social orientation>organisational identification> attitudinal and behavioural outcomes (i.e., commitment, satisfaction, and organisational behaviour). Using a sample of employees and volunteers of a sport organisation, the respondents will be asked to complete an online survey composed of demographic items, the corporate social orientation scale, and items that measure organisational identification, value commitment, job/ volunteer satisfaction, and organisational citizenship behaviours. Discussion of how other stakeholder (e.g., sponsors, consumers, etc.) perceptions on CSR potentially impacts the model and outcomes (e.g., corporate reputation, consumer behaviour) will be addressed. Analyses and results will support discussion and conclusions made to provide evidence for practitioner and researcher implications.

Is a social marketing framework the key to promoting volunteer participation?

This paper explores the suitability of a conceptual social marketing model, the MOA (motivation, opportunity and ability) framework (Rothschild, 1999), to volunteering to determine whether it has the potential to promote volunteering with its associated socially desirable benefits. In doing so, the individual components of the model are discussed from a social marketing perspective and communalities in the volunteering research highlighted. This discussion culminates in the presentation of an adapted MOA framework, the practical implications of which for volunteer involving organisations are briefly discussed and an agenda for future research proposed.

A basis for association? The role of third sector welfare organisations

The paper considers questions of the nature, extent and role of the third sector in the development of welfare strategies in Australia. Based upon both qualitative and quantitative data, a typology of third sector welfare  organisations is discussed together with the identification of current operational models of welfare: charity; activism; welfare state industry and market. The organisational types of third sector welfare organisations in Australia are outlined and the field characterised as being large, diverse and growing. The paper reflects on the claims that the third sector provides a site for the establishment of active, pluralistic forms of welfare. Le papier considè re des questions de la nature, de l'ampleur et du rôle du troisième secteur dans le dèveloppement des stratègies d'assistance sociale en Australie. Basè acute sur des donnèes qualitatives et quantitatives, une typologie des troisième organismes d'assistance sociale de secteur est discuteè ainsi que l'identification des modèles opèrationnels actuels du bien-ètre: charitè; activisme; industrie et marchè d'ètat providence. Les types d'organisation de troisième organismes d'assistance sociale de secteur en Australie sont tracès les grandes lignes et la zone sont caractè risèes en tant qu'èacutetant grande, diverse et la croissance. Le papier rèflèchit sur les rèclamations que le troisième secteur fournit un site pour l'etablissement des formes actives et pluralistes du bien-èt re

Ethical behaviour: the means for creating and maintaining better reputations in arts organisations

Arts organisations, unsure of the level of continued government funding available and confronted with the need ever to improve, are seeking new ideas upon which they can focus. At a time when leadership and governance in arts organisations have changed in line with cultural expectations, how is their ethical stance assessed? How does their ethical stance impact on reputation? The challenge to build a good reputation starts at the top of the organisation; however, traditionally, one type of arts organisation, art museums, has focused on the activities level. In an age of globalisation, economic restructuring and technological change, museums therefore may be seen as a contradiction. Traditionally seen as temples for the muses, today’s museums are being challenged to be ethical for society and to build their reputation. As a solution, proposes a cooperative model of cultural organisational ethics that attempts to provide a framework by which arts organisations can put in place ethical artefacts that enhance organisational reputation, rather than detract from it.

Marketing research and its value: the experience of Australian organisations

There is a continuing need for organisations to identify the returns obtained from marketing research, such as direct knowledge acquisition or the indirect results of decisions made using this information (e.g., financial returns). This paper reports on a study based on a conceptual model proposed by earlier researchers that explored knowledge acquisition derived from marketing research, together with its dissemination and utilisation. An adequate fit for the model was found using primary data from a sample of decision-makers in Australian organisation. The findings of this empirical study show an association between marketing research, knowledge utilisation, and the performance of the organisations sampled.

Community organisations and the dance of good and bad risk

This paper is concerned with an element of contemporary society that forms. the backdrop for some of the contradictory expectations and practices that currently bedevil community organisations in Australia. This element is the idea of risk, or more pertinently, the construction of the idea of risk society. The argument presented is that there are two different interpretations of risk, risk as threat and risk as opportunity. Each interpretation is examined to reveal the ways in which it affects community organisations in Australia. The paper concludes with the view that both ways in which risk is constructed are being used as part of the rationale for new forms of control.

Environmental management system adoption by Australasian organisations: part 1: reasons, benefits and impediments

The decision to adopt environmental management system (EMS) and to develop effective implementation strategies has engrossed managers at all levels and in all types of organisations in recent years. Some organisations have claimed that environmental issues have been determining their  bottom-line and business performance in the market place. This paper is first part in the series focussing on the reasons for EMS implementation and the benefits and impediments associated with the process. Measures  commonly practised by organisations to overcome/address the  impediments are also presented in this paper. The findings of this paper are based on a questionnaire survey mailed to Australasian organisations on their experiences with ISO 14001 implementation and certification.

A study of the environmental management system (EMS) adoption process within Australasian organisations-2. Role of stakeholders

The importance of an Environmental Management System (EMS) for organisations is becoming widely known across all industrial sectors. EMS has brought both challenges and benefits for the organisations and these many-a-times are determined by the role played by the organisational stakeholders. Stakeholder is a broad term and can encompass a number of individual(s) or group(s) directly or indirectly impacted by organisational activities. This paper, second part in the series, focuses on the role of the stakeholders, primarily employees and suppliers during the EMS planning and implementation stages. It is based on the findings of the quantitative part of a large research project exploring the role of employees and suppliers, as organisational stakeholders, during the EMS adoption stages. A response rate of almost 50% was achieved from a questionnaire survey of ISO 14001 certified organisations in Australia and New Zealand. The key relationships existing between the organisations and stakeholder involvement and the benefits and impediments associated with the process have also been presented.

Entrepreneurship, marketing and leadership in non-profit performing arts organisations

This paper argues that the entrepreneurial leader in non-profit PAOs has received too little attention in literature pertaining to these organisations. This criticism also applies to museums. The paper explores how leaders in non-profit performing arts organisations balance the interests of the various funding sources and market opportunities to service their revenue requirements. It reviews a tension in non-profit performing arts organisations: the relationship between limited funding and the subsequent need to act entrepreneurially and innovatively among the various funding sources. Using longitudinal analysis of annual reports, the paper uncovers interplay essential to entrepreneurship. Hence, strategies and tensions are highlighted that non-profit leaders have used. Comparisons are made with non-profit art museums which previous research has shown have the same funding tensions.

Integrated management system:the experiences of three Australian organisations

Purpose – Management systems and standards have become a key part of the organisation's lifeline and a prerequisite for survival in the twenty-first century. Systems for quality environmental and occupational health and safety (OHS) now form the three main pillars of the organisation, the fourth one being financial accounting. In light of the increasing pressure and demands from different stakeholders, it is becoming necessary for organisations to adopt the different systems/standards. However, to achieve the benefits from the implementation and subsequently maintenance of these systems it is only a practical and logical step that the existing management systems/standards be integrated into a single system.

Design/methodology/approach – This paper presents the experiences of three Australian-based organisations that have successfully undertaken the integration of their management systems/standards. Data for this paper were collected through in-depth interviews conducted with the managers responsible for quality, environment and OHS systems.

Findings – The interviews revealed a number of quantifiable and unquantifiable benefits experienced by the companies from operating one integrated system, such as saving of dollars, better utilisation of resources and improved communication across the organisation, to name a few. However, for the benefits to be realized it is essential that organisations are aware of the challenges and obstacles accompanying integration of systems/standards. If these challenges are not addressed early in the process they can delay the completion of the integration process.

Originality/value – Recommendations for other organisations contemplating integrating their management system include: obtaining commitment from the top management; having adequate resources to integrate the systems; having communication and training across the organisation in aspects of integration; and, last but not the least, having integrated audits. Implementation of these recommendations may vary from one organisation to another; however, it would result in lesser resistance for the organisations following them.

The role of the board in building strategic capability: towards an integrated model of sport governance research

Governance is a critical issue confronting sport organisations. Its importance in the management of sport organisations has been heightened due to the transition of many sports from predominantly volunteer administered organisations anchored in an amateur ethos, to professionally managed entities catering to a more sophisticated sport marketplace. This paper identifies four elements from the sport governance literature as the key research foci to date: shared leadership, board motivation, board roles, and board structure. Four generic themes (performance, conformance, policy and operations) are also examined and expressed as governance capabilities. The strategic role and performance of the board, while central to the practice of governance, is shown to be a weakness in many sport organisations. Further, the strategic role of the board is underdeveloped in the sport management and governance research literature. Finally, it is noted that the governance literature is shaped by a normative and prescriptive approach that may not fully encompass the diversity that exists within the sport setting. The paper concludes by identifying and affirming the critical gaps in our knowledge of sport governance. Future work should seek to understand sector-specific considerations, such as non-profit and commercial differences in sport; governance designs in response to changing environmental conditions; the impact of the CEO on the board's strategic contributions; and strategic activity by the board. More use of qualitative research methods to probe such issues is recommended

Survey of canteens and food services in Victorian schools

Objective: To examine the characteristics of food services in Victorian government primary and secondary schools.

Design and methods: A cross-sectional postal survey of all high schools and a random sample of one quarter of primary school respondents in Victoria. A `School Food Services and Canteen' questionnaire was administered by mail to the principal of each school.

Subjects: Respondents included principals, canteen managers and home economics teachers from 150 primary and 208 secondary schools representing response rates of 48% and 67%, respectively.

Main outcome measures: Responses to closed questions about school canteen operating procedures, staff satisfaction, food policies and desired additional services.

Data analyses: Frequency and cross-tabulation analyses and associated χ²-tests.

Results: Most schools provided food services at lunchtime and morning recess but one-third provided food before school. Over 40% outsourced their food services, one-third utilised volunteer parents, few involved students in canteen operations. Half of the secondary schools had vending machines; one in five had three or more. Secondary school respondents were more dissatisfied with the nutritional quality of the food service, and expressed more interest in additional services than primary respondents. Schools with food policies wanted more service assistance and used volunteer parents, student and paid canteen managers more than schools without policies.

Conclusion: Most schools want to improve the nutritional quality of their food services, especially via school food policies. There is a major opportunity for professional organisations to advocate for the supply of healthier school foods.

The impact of management style on the employment relations of different sized organisations

Purpose of the research/paper: The views and values of managers are typically noted as being wedded to unitarist or pluralist ideals. This paper disaggregates these views and values by looking at the impact of various managerial styles on employment relations in different sized organisations.
Methodology: Conceptual with applied support from the secondary literature.
Findings: The paper concludes that large organisations confront conditions and contingencies which allow them to make certain choices about employment relations in ways that are not always available to small to medium sized organisations.