Abstract
Organisations are never static; they are changing all the time. Unsurprisingly, actors in ‘third sector organisations’ (the diverse array of organisations that do not fit into the ideal type constructs of market or state organisations) experience and implement change in many different ways. On the one hand, there are numerous types of third sector organisations operating in different policy streams, locations, and contexts. On the other, third sector organisations engage in a variety of activities; some may deliver public service contracts, whilst others focus on traditional civil society and volunteer based activities. Many more may sit somewhere in between (Billis, 2010).
Highlights
Organisations are never static; they are changing all the time
There is an inadequate amount of research on third sector organisational change
Third sector organisations are increasingly engaged in activities and contexts that were previously reserved for public sector actors (Kelly, 2007)
Summary
Organisations are never static; they are changing all the time. Unsurprisingly, actors in ‘third sector organisations’ (the diverse array of organisations that do not fit into the ideal type constructs of market or state organisations) experience and implement change in many different ways. The purpose of this paper is to reflect on the outcome of policy making and administration processes on a particular third sector organisation and to demonstrate, in some detail, the change processes involved. In both of these papers the authors and researchers explicitly focus on organisational change over time and adopt a qualitative longitudinal approach to frame their understanding of change.
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