Lottery Funding and Changing Organizational Identity in the UK Voluntary Sector

Abstract

This paper focuses upon ways in which National Lottery funding impacts upon aspects of identity for small- to medium-sized organizations in the United Kingdom, and highlights some of the less-anticipated difficulties that groups may experience after receipt of a grant. A large Lottery grant can facilitate rapid expansion and may necessitate a degree of organizational learning for which groups are often unprepared. The paper suggests that a Lottery grant may lead to changes in the ways in which an organization identifies itself, or is identified by stakeholders. However, these changes may not be accompanied by a corresponding change in the organization's capacity or underlying cultural ethos. On the basis of the primary research carried out in 2003, the paper examines the implications of these changes for individual organizations and for the sector more widely.

lottery funding voluntary organizations change identity United Kingdom 

Preview

Unable to display preview. Download preview PDF.

Unable to display preview. Download preview PDF.

References

  1. Anheier, H. (2000). Managing Non-Profit Organisations: Toward a New Approach, Civil Society Working Paper 1, London School of Economics online publication: www.lse.ac.uk/collections/CCS/publications/Google Scholar
  2. Carrington, D. (2002). The Investor Approach: The Way Forward for the Community Fund? Community Fund, London.Google Scholar
  3. Clark, K., and Sarre, S. (2000). A funding Lottery? Innovation and the voluntary sector. Paper presented at 4th International Society for Third-Sector Research Conference, Dublin, Ireland, July 5–8.Google Scholar
  4. Cohen, A. P. (1994). Self-Consciousness: An Alternative Anthropology of Identity, Routledge, London.Google Scholar
  5. Community Fund. (2002). Strategic Plan 2002–2007, Community Fund, London.Google Scholar
  6. Cornforth, C., and Mordaunt, J. (2003). How do governing bodies deal with organizational crises? Paper presented at Seventh International Research Symposium on Public Management, Hong Kong, China, April 2–4.Google Scholar
  7. Courtney, R. (2002). Strategic Management for Voluntary Nonprofit Organisations, Routledge, London.Google Scholar
  8. Department for Culture, Media and Sport [DCMS]. (2003a). National Lottery Funding Decision Document, DCMS, London.Google Scholar
  9. Department for Culture, Media and Sport. (2003b). The National Lottery: Where the Money Goes, online: www.culture.gov.uk/national_Lottery/default.htmGoogle Scholar
  10. Dutton, A., and McTernan, L. (2000). Scotland's Third Lottery Report, Scottish Council for Voluntary Organisations, Edinburgh.Google Scholar
  11. Grugulis, I., Dundon, T., and Wilkinson, A. (2002). Cultural control and the “culture manager”: Employment practices in a consultancy. Work, Employment and Society 14(1), 97–116.Google Scholar
  12. Harris, M., Rochester, C., and Halfpenny, P. (2001). Voluntary organizations and social policy: Twenty years of change. In: M. Harris and C. Rochester (eds.), Voluntary Organisations and Social Policy in Britain, Palgrave, Basingstoke, Hampshire, Great Britain.Google Scholar
  13. Hofstede, G. (1998). Attitudes, values and organizational culture: Disentangling the concepts. Organisation Studies 19(3), 477–492.Google Scholar
  14. Hudson, M. (1995). Managing Without Profit, Penguin, London.Google Scholar
  15. Humphreys, M., and Brown, A. (2002). Narratives of organizational identity and identification: A case study of hegemony and resistance. Organisation Studies 23(3), 421–447.Google Scholar
  16. Leat, D. (1993). Managing Across Sectors: Similarities and Differences between For-Profit and Nonprofit Organisations, VOLPROF, City University Business School, London.Google Scholar
  17. Leat, D. (2001). Grant-making foundations: Policy shapers or policy takers? In: M. Harris and C. Rochester (eds.), Voluntary Organisations and Social Policy in Britain, Palgrave, Basingstoke, Hampshire, Great Britain.Google Scholar
  18. Locke, M., Robson, P., and Howlett, S. (2001). Users: At the centre or at the sidelines. In: M. Harris and C. Rochester (eds.), Voluntary Organisations and Social Policy in Britain, Palgrave, Basingstoke, Hampshire, Great Britain.Google Scholar
  19. Macri, D., Tagliaventi, M., and Bertolotti, F. (2002). A grounded theory for resistance to change in small organization. Journal of Organisational Change Management 15(3), 292–310.Google Scholar
  20. Morgan, G. (1997). Images of Organization, Sage, London.Google Scholar
  21. National Audit Office [NAO]. (2000). Grants Made by the National Lottery Charities Board, NAO, London.Google Scholar
  22. NOP Consumer. (1997–2000). Qualitative Cohort Study: National Lottery Charities Board Grants to Small Organisations, Community Fund, online: www.community-fund.org.ukGoogle Scholar
  23. Northmore, S., Pearson, S., Morgan, G., and Taylor, M. (2003). An Evaluation of Community Fund Grant Making to Voluntary Sector Infrastructure Organizations, Research Report, Sheffield Hallam University and University of Brighton, UK.Google Scholar
  24. Parker, M. (2000). Organisational Culture and Identity, Sage, London.Google Scholar
  25. Ray, C. A. (1994). Corporate culture as a control device. In: H. Clark, J. Chandler, and J. Barry (eds.), Organisation and Identities: Text and Readings in Organisational Behaviour, Chapman & Hall, London, pp. 357–364.Google Scholar
  26. Rhodes, C. (1996). Researching organizational change and learning: A narrative approach. The Qualitative Report 2(4), online: www.nova.edu/ssss/QR/QR2-4/rhodes.htmlGoogle Scholar
  27. Rochester, C. (2000). Juggling on a Unicycle: A Short Guide to Organising a Small Voluntary Agency, London School of Economics, online: www.lse.ac.uk/collections/CCS/publications/Small-Agencies-pubsGoogle Scholar
  28. Ryan, W. (2002). When Projects Flounder: Coming to the Rescue when Good Grants go Astray, The Ford Foundation, online: www.grantcraft.orgGoogle Scholar
  29. Smirich, L. (1983). Concepts of culture and organizational analysis. Administration Science Quarterly, 28, 339–358.Google Scholar
  30. Social Enterprise Institute. (2002). The sustainability and failure of National Lottery projects. Proposal to Leverhulme Trust, granted 2003.Google Scholar
  31. Stromberg, P. G. (1986). Symbols of Community: The Cultural System of a Swedish Church, University of Arizona Press, Tucson, Arizona.Google Scholar
  32. Unwin, J., and Westland, P. (1997). Local Funding: The Impact of the National Lottery Charities Board, Association of Charitable Foundations, London.Google Scholar
  33. Wright, S. (1994). Culture in anthropology and organizational studies. In: S. Wrighte (ed.) Anthropology of Organizations, Routledge, London, pp. 1–34.Google Scholar
  34. Young, E. (1989). On the naming of the rose: Interests and multiple meanings as elements of organizational culture. Organisation Studies 10(2), 187–206.Google Scholar

Copyright information

© International Society for Third-Sector Research and The Johns Hopkins University 2004

Authors and Affiliations

  1. 1.Social Enterprise Institute, School of Management and LanguagesHeriot-Watt UniversityEdinburghScotland, United Kingdom
  2. 2.School of Management and LanguagesHeriot-Watt University, Riccarton campusEdinburgh EH144ASUnited Kingdom

Personalised recommendations