The strategic challenges of cooperation and competition in British Voluntary Organizations: Toward the next century

Abstract

AbstractThe interrelationships between public, private, and voluntary sectors in Britain have witnessed increasing levels of change in recent years. This article argues that there have recently been identifiable trends within the voluntary sector, namely, increased levels of competition between sectors, increased competition between voluntary organizations, and increased pressures toward professionalization in voluntary sector management and organization. Predominantly competitive strategies and modes of professionalization have often been borrowed uncritically from commercial “best practice” by voluntary organizations. Thompson's (1967) typology of strategies is used as a basis for proposing cooperation as an alternative to competition in the British voluntary sector.