Differences in the Response of Women's Voluntary Organizations to Shifts in Canadian Public Policy

Abstract

Executive directors of 351 women's voluntary organizations and 294 "other" (gender neutral) organizations were surveyed to gauge their responses to changing public policy in Canada. Findings indicate that although all organizations are unhappy with the current environmental shifts and pessimistic about the future, women's organizations are more critical of policy changes and their implementation. They also feel more vulnerable and pessimistic about the future. Strategically, they are less likely to adopt a business-like competitive orientation, focusing more on fostering cooperation and collaboration. These findings support evidence in the literature that suggests that women's organizations seek solutions that are more consistent with a collaborative model than a competitive one. They also underline that women's organizations, often serving more marginal niches, have unique concerns and thus respond differently to environmental changes. Furthermore, the data suggest that both ideological orientation and organizational composition may play a role in differentiating between women's and other organizations.

Diversifying revenue sources in Canada: Are women's voluntary organizations different?

“…Corporations are also less likely to support organizations involved in controversial causes because of their concern about the reaction of customers and shareholders (DiMaggio, 1986a;Powell and Friedkin, 1986;Useem, 1987). This disadvantages women' s organizations, which contributes to their feelings of increased competition and their interest in collaboration with other organizations (Foster and Meinhard, 2003).…”

“…Nine measures of organizational characteristics such as size, structure, mandate, charitable status, type, and age Two measures of perceptions regarding the environmental changes, such as increased competition and the perceptions of environment index Three responses to the environmental changes, such as increased collaboration, decreasing services, and organizational downsizing Six measures of attitudes of the organization, such as optimism/ pessimism, motivations for collaboration, competitive outlook, views on partnerships, revenue strategies, and business orientation Detailed information on the factor analysis associated with these measures is available in the appendix of Meinhard and Foster (2003).…”

“…In their nationwide study of 645 Canadian voluntary organizations, Meinhard and Foster (2003) found that women's voluntary organizations have a more negative view of the changes that have occurred in the sector compared to nongendered organizations and choose different strategies to respond to the new environment. They are less likely than others to report pursuing revenue diversification strategies or adopting a business orientation including working more closely with corporations, seeking members with business skills, and focusing on marketing activities.…”

The role of voluntary organizations in building social capital – theoretical approach

“…Studia przypadku dotyczące kobiecych organizacji wolontariackich, w szczególności analiza podejścia organizacji do zmian społecznych, politycznych i ekonomicznych (Meinhard, Foster, 2003), wykazały, że organizacje kobiece są bardziej krytycznie nastawione wobec obecnej polityki, bardziej też pesymistycznie myślą o przyszłości. Mimo że są bardziej skłonne do współpracy, to są mniej skłonne do przyjęcia orientacji biznesowej czy też bycia pozytywniej nastawionymi do osób stanowiących dla nich konkurencję.…”

Social Venture Business Models for Transforming Non-Profit Organizations: Typology-Driven Theorizing

“…On the other hand, board characteristics (Stone, 1989) and ideologies (Meinhard & Foster, 2003), among others, may become the internal factors that also drive NPO transformation.…”