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During the consolidation of the welfare state in the 1940s, and its reshaping in the 2010s, the boundaries between the state, voluntary ...action, the family and the market were called into question.
This interdisciplinary book explores the impact of these 'transformational moments' on the role, position and contribution of voluntary action to social welfare. It considers how different narratives have been constructed, articulated and contested by public, political and voluntary sector actors, making comparisons within and across the 1940s and 2010s.
With a unique analysis of recent and historical material, this important book illuminates contemporary debates about voluntary action and welfare.
The coronavirus pandemic has rapidly become a multifaceted global crisis, disrupting economies, livelihoods and ways of life, with significant ramifications for the third sector. This paper seeks to ...prompt a conversation about third sector research agendas, which might be animated in and beyond coronavirus, focusing primarily on the experience of the sector in the UK but including references globally. After a brief discussion of the acute three-dimensional crisis facing the sector, the paper raises questions for now and later at three interconnected levels: of practice, organisation and society. The paper concludes with a call for critically engaged curiosity about the role and fortunes of the third sector in a time of lockdown and its aftermath.
The relationship between chairs and chief executive officers (CEOs) has been largely neglected in research on nonprofit governance. Yet, a growing body of research on corporate governance in the ...private and public sectors suggests that this relationship is crucial both to the effective functioning of the board and the leadership of the organization. Much of the research on chair–CEO relationships has used cross-sectional research designs ignoring the fact that these relationships will evolve over time. This article responds to some of these challenges. It presents the results from longitudinal research examining the relationship between the chair and chief executive in a nonprofit organization. It shows how this relationship is “negotiated” and develops over time in response to contextual changes.
Claims for the distinctiveness of third sector organisations are a relatively widespread and familiar feature of third sector commentary and analysis. This paper reviews relevant theoretical and ...empirical research to examine the idea of distinctiveness, arguing that such claims remain inconclusive. Informed by a view of the third sector as a contested 'field', and drawing on Bourdieu's notion of 'distinction', the paper suggests that research attention should focus additionally on the strategic purpose of claims for distinctiveness, rather than simply continue what might be a 'holy grail' search for its existence. The paper uses this argument to complicate and extend the idea of the third sector as a 'strategic unity', and concludes by suggesting some further lines of enquiry for third sector research.
The relationship between chairs and chief executive officers (CEOs) has been largely neglected in research on nonprofit governance. Yet, a growing body of research on corporate governance in the ...private and public sectors suggests that this relationship is crucial both to the effective functioning of the board and the leadership of the organization. Much of the research on chair-CEO relationships has used cross-sectional research designs ignoring the fact that these relationships will evolve over time. This article responds to some of these challenges. It presents the results from longitudinal research examining the relationship between the chair and chief executive in a nonprofit organization. It shows how this relationship is "negotiated" and develops over time in response to contextual changes.
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