The Paradox of Employee–Volunteer Interchangeability in a Supported Social Enterprise

Abstract

This research examines the paradox of employee–volunteer interchangeability as a core resource in a nonprofit social enterprise organization. Specifically, the research investigates a) how the human and social capital derived from employee–volunteer interchangeability drives strategic intent, and b) how challenges associated with employee–volunteer interchangeability hinder strategic intent. The research provides insight into how employees and volunteers value outcomes that are dependent on the inherent paradox of interchangeability. The findings reveal that while employee– volunteer interchangeability can be a core resource, a social value, and a driver of competitive advantage, it can also hinder organizational strategies and growth—especially for nonprofit social enterprise organizations.

Exploring volunteers' emotional reactions to a potential transition from a non-profit organisation towards a social enterprise

“…Given that their behavioural responses and performance appear to be essential to their long-term success, this study aims to analyse their motivational factors' impact on their support or withdrawal. Despite this demand, current academic literature is scarce on how to approach and interact with volunteers during this complex process (Reficco et al ., 2021; Akingbola and Phaetthayanan, 2021). Furthermore, from a policy-making perspective, changes in volunteer motivation should also be considered in deciding whether individual or organisational funding of non-profits is more effective.…”