Directions in Voluntary Sector Management

Courtney, Roger

doi:10.1108/09622519410060429

Cited by 10 publications

(9 citation statements)

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“…17 We may also need to make a distinction between those who donate their time to a project for the common good and those who participate as a member of a not-for-profit organisation 18 . There are also those who volunteer not so much to provide a service to help individuals and communities to improve the quality of their lives but to campaign to change laws or policies which affect them 19 . We may wish to differentiate between those who provide help during emergency situations and those who take part in non-emergency helping behaviour.…”

Section: Introductionmentioning

confidence: 99%

Understanding the volunteer market: the what, where, who and why of volunteering

Bussell

Forbes

2002

J of Philanthropy and Mktg

342

319

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Although the work of the voluntary sector is growing the number of people volunteering is not increasing at a comparable rate. This paper argues that the key to an organisation"s success in recruiting and retaining its volunteers is to have an understanding of its target group. As a means to developing this understanding this paper reviews the prior research on volunteering and outlines the current situation in the voluntary sector with regard to the donation of time. The review shows that those who volunteer are an extremely diverse group active in a wide variety of contexts. This makes the definition of a volunteer a more complex task than one would expect. It also demonstrates that individuals and organisations may volunteer for reasons other than purely altruistic motives. Finally, the paper identifies gaps in this area of research and presents topics for further research.3

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Section: Introductionmentioning

confidence: 99%

Understanding the volunteer market: the what, where, who and why of volunteering

Bussell

Forbes

2002

J of Philanthropy and Mktg

342

319

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“…In relation to marketing, the importance of assessing and continually monitoring the competitive environment is recognised as a fundamental part of strategic marketing (McDonald, 2002), and since the 1970s the value of applying this notion to the nonprofit sector has been reinforced time and time again (Kotler, 1975;Andreasen and Kotler, 2003). the marketplace, creating intense competition for limited resources (Courtney, 1994;Riecken et al, 1994;Bendapudi et al, 1996). This has been attributed to the devolution of services previously provided by government (Kingfisher, 2002;Goerke, 2003) and the rapid growth in social problems such as AIDS, teenage pregnancy and drug abuse, which has created the need to provide help for these people (Cnaan et al, 1993).…”

Section: Competitionmentioning

confidence: 99%

“…In Australia, the value of the volunteering sector is estimated at 42 billion Australian dollars per annum with 4.4 million Australians contributing a total of 704 million hours each year (Volunteering Australia, 2001). Pressure is increasing on nonprofit organisations to provide services, which have traditionally been the responsibility of government (Courtney, 1994;Bales, 1996;Wilson and Pimm, 1996). This, combined with reductions in funding, is increasing the demand for unpaid workers (Wymer, 1997).…”

Section: Introductionmentioning

confidence: 99%

The international volunteering market: market segments and competitive relations

Dolničar

Randle

2006

J of Philanthropy and Mktg

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The number of nonprofit and social agencies relying on the help of volunteers has grown enormously in recent decades. This has lead to increased competition between these organisations for the limited resources available, and the growing adoption of what have traditionally been considered 'commercial' business techniques such as marketing. There have been calls for greater and more sophisticated use of 'tried and tested' marketing concepts such as competition, segmentation, and positioning to help volunteering organisations manage this pressure effectively. This study shines the spotlight on individuals who volunteer for multiple types of organisations in an effort to determine which organisations are competing for the same volunteers. More specifically: * factor analyses are computed and four segments of volunteers are identified: 'altruists', 'leisure volunteers' , 'political volunteers' and 'church volunteers'; * positioning maps are constructed to illustrate the proximity of each organisation type in relation to key competitors; and * detailed profiles are provided for each segment to provide insight into the nature of the groupings.

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“…Increasingly, nonprofit organizations are being expected to provide services and activities which have traditionally been the responsibility of government (Bales, 1996;Courtney, 1994;Wilson & Pimm, 1996). This, combined with reductions in funding is increasing the demand for unpaid workers (Wymer, 1997).…”

mentioning

confidence: 99%

“…Descriptions of volunteers are typically either based on average evaluations of all volunteers or on simple grouping criteria like sex and age. Neither of these approaches provides adequate insight into the market structure which needed to help volunteering organizations recruit new members in times of increasing competition (Courtney, 1994;Riecken, Babakus, & Yavas, 1994). Other methods need to be explored to identify homogeneous groupings of volunteers that can be addressed with targeted messages to improve recruitment rates.…”

mentioning

confidence: 99%

What Motivates Which Volunteers? Psychographic Heterogeneity Among Volunteers in Australia

Dolničar

Randle

2007

Voluntas

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Six psychographic segments of volunteers in Australia are constructed on the basis of their volunteering motivations. The resulting segments include "classic volunteers", whose motivations are three-fold: doing something worthwhile, personal satisfaction, and helping others. "Dedicated volunteers" perceive each one of the motives for volunteering as relevant, while "personally involved volunteers" donate time because of someone they know in the organization, most likely their child. "Volunteers for personal satisfaction" and "altruists" primarily wish to help others, and finally," niche volunteers" typically have fewer and more specific drivers motivating them to donate time, for example, to gain work experience. The segments are externally validated and demonstrate significantly different socio-demographic profiles. Consequently, it seems that motivation-based data-driven market segmentation represents a useful way of gaining insight into heterogeneity amongst volunteers. Such insight can be used by volunteering organizations to more effectively target segments with customized messages.

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Directions in Voluntary Sector Management

Cited by 10 publications

References 0 publications

Understanding the volunteer market: the what, where, who and why of volunteering

Understanding the volunteer market: the what, where, who and why of volunteering

The international volunteering market: market segments and competitive relations

What Motivates Which Volunteers? Psychographic Heterogeneity Among Volunteers in Australia

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