A development agenda, the donor dollar and voluntary failure

David Sutton; Rachel Baskerville; Carolyn Cordery

doi:10.1080/09585206.2010.485749

A development agenda, the donor dollar and voluntary failure

David Sutton
, Rachel Baskerville
, Carolyn Cordery

Research output: Contribution to journal › Article › peer-review

17 Citations (Scopus)

61 Downloads (Pure)

Abstract

This paper examines the success and failure of a once pre-eminent New Zealand charity – the Council of Organisations for Relief Service Overseas (CORSO). Delivering aid for government was a factor in its success in its early years, as was its broad membership base. Voluntary failure occurred when CORSO lost government support. It also lost donor support when international charities established a competitive donor ‘market’. Its supporters’ unwillingness to ‘buy-in’ to its mission change to focus on local poverty was another factor in its collapse. This case study employs a framework which extends Salamon's (1987) Salamon, L. 1987. Of market failure, voluntary failure and third-party government: Towards a theory of government–nonprofit relations in the modern welfare state. Nonprofit and Voluntary Sector Quarterly, 16(1/2): 29–49.

to consider the influence of competition on voluntary failure.

Original language	English
Pages (from-to)	209-229
Number of pages	30
Journal	Accounting, Business & Financial History
Volume	20
Issue number	2
DOIs	https://doi.org/10.1080/09585206.2010.485749
Publication status	Published - Jul 2010

Bibliographical note

This is an Accepted Manuscript of an article published by Taylor & Francis Group in Accounting, Business & Financial History on 23 June 2010, available online at: http://www.tandfonline.com/10.1080/09585206.2010.485749

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10.1080/09585206.2010.485749

A development agenda, the donor dollar and voluntary failureAccepted author manuscript, 446 KB

Cite this

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title = "A development agenda, the donor dollar and voluntary failure",

abstract = "This paper examines the success and failure of a once pre-eminent New Zealand charity – the Council of Organisations for Relief Service Overseas (CORSO). Delivering aid for government was a factor in its success in its early years, as was its broad membership base. Voluntary failure occurred when CORSO lost government support. It also lost donor support when international charities established a competitive donor {\textquoteleft}market{\textquoteright}. Its supporters{\textquoteright} unwillingness to {\textquoteleft}buy-in{\textquoteright} to its mission change to focus on local poverty was another factor in its collapse. This case study employs a framework which extends Salamon's (1987) Salamon, L. 1987. Of market failure, voluntary failure and third-party government: Towards a theory of government–nonprofit relations in the modern welfare state. Nonprofit and Voluntary Sector Quarterly, 16(1/2): 29–49. to consider the influence of competition on voluntary failure.",

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AB - This paper examines the success and failure of a once pre-eminent New Zealand charity – the Council of Organisations for Relief Service Overseas (CORSO). Delivering aid for government was a factor in its success in its early years, as was its broad membership base. Voluntary failure occurred when CORSO lost government support. It also lost donor support when international charities established a competitive donor ‘market’. Its supporters’ unwillingness to ‘buy-in’ to its mission change to focus on local poverty was another factor in its collapse. This case study employs a framework which extends Salamon's (1987) Salamon, L. 1987. Of market failure, voluntary failure and third-party government: Towards a theory of government–nonprofit relations in the modern welfare state. Nonprofit and Voluntary Sector Quarterly, 16(1/2): 29–49. to consider the influence of competition on voluntary failure.

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A development agenda, the donor dollar and voluntary failure

Abstract

Bibliographical note

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