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6 Nonprofit & Voluntary Sector Q. 1 (1977)

handle is hein.journals/npvolsq6 and id is 1 raw text is: 1 / JOURNAL OF VOLUNTARY ACTION RESEARCH JOURNAL OF VOLUNTARY ACTION RESEARCH, Volume 6, Numbers 1-2, Winter-Spring Issues, Jan.-April 1977 ABSTRACTS OF ARTICLES APPEARING IN THIS ISSUE: ARNOLD ROSE ON VOLUNTARY ASSOCIATIONS Jack C. Ross, pp. 7-17 This analysis, by one of Rose's former graduate students, falls into three parts: first, a presentation of Rose's theory of society, drawn from his own work, and presented in such a manner that his theory of voluntary associations can be understood; second, an analysis of his research findings presented from the point of view of his theory; and third, a critique of his work based on how well his research supported his theory. The materials for this essay were drawn from three sources: first, the works of the author himself; second, a selection of reviews and critiques of Rose's works, obtained from major journals, to establish what his contemporaries thought of him; and finally, the personal knowledge of the author. The major conclusion reached is that Rose's theory of voluntary associations is better understood in functionalist terms than in terms of symbolic interaction theory for which he was known. A critical analysis of some of his faulty methodological procedures is also provided. ALTERNATIVE FUTURES FOR VOLUNTARY AGENCIES IN SOCIAL WELFARE Ralph M. Kramer, pp. 18-22 The paradoxical nature of the problem confronting voluntary agencies in the social welfare field is explored in this provocative essay. On the one hand a crisis, as perceived by social service agencies, foreshadows their imminent demise, while, on the other hand. reports done by such groups as the Filer Commission document the tremendous increase in the number of agencies working in the social service area each year. This article described three sets of factors - domain, fiscal support and structural - responsible for the current concern over the changing position of voluntary agencies, each of which has special implications for a particular type of agency. The four types identified and analyzed in this article are: the private agency, the quasi-nongovernmental organization (quango), the alternative agency and the vendor. These four types were identified by two criteria: the extent of their reliance on governmental funds and the degree of client involvement in policy making. Various alternative futures are discussed for each of these types based on the three factors identified. The article concludes that the crisis definition of the problem is probably exaggerated. A great deal of flexibility and latitude in the organizational environment of each type of organization leaves a number of options open to it. One major conclusion is that much more interorganizational collaboration will mark the field in the future as these various types start to blur the distinctions between them and share organizational resources. FACULTY PARTICIPATION AS VOLUNTARY ACTION: AN EMPIRICAL ANALYSIS J. Malcolm Walker and John J. Lawler, pp. 23-40 This article is a contribution to the growing literature in the field of voluntary action theory. It seeks to make that contribution by (1) developing and utilizing concepts which are peculiarly appropriate to that theory and (2) testing voluntary action theory by using concepts from that theory in empirical investigations conducted in a variety of contexts, including those not usually thought to be encompassed by voluntary action. This article is a case study analyzing faculty participation in university governance from the perspective of voluntary action theory. It thus combines the study of voluntary action with organizational theory in an attempt to develop a model for explaining voluntary action in an organizational configuration context. Empirical analysis of faculty participation in governance in one university-centered organizational configuration indicates that the proposed conceptual framework is useful in guiding empirical research into the amount, range, intensity and patterns of collective voluntary action. The authors suggest that this framework would be useful in guiding comparative analysis among organizational configurations with respect to these same dimensions of voluntary action.

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