This Article Free Full Text (Free PDF) Free References Alert me when this article is cited Alert me if a correction is posted Services Email this article to a friend Similar articles in this journal Alert me to new issues of the journal Add to Saved Citations Download to citation manager Request Permissions Request Reprints Add to My Marked Citations Citing Articles Citing Articles via Google Scholar Citing Articles via Scopus Google Scholar Articles by Burt, E. Articles by Taylor, J. Search for Related Content Social Bookmarking                         What's this?

New Technologies, Embedded Values, and Strategic Change: Evidence From the U.K. Voluntary Sector

University of St Andrews, United Kingdom

John Taylor

Glasgow Caledonian University, United Kingdom

Advanced information and communication technologies (ICTs) have the capability to support strategic innovation within voluntary organizations as they seek to respond to shifts in their environments. Evidence from this study of two U.K. voluntary organizations demonstrates that they are using ICTs to reconfigure key information flows in support of enhanced campaigning and more effective user services. The study also reveals that adherence to embedded values and relationships tempers the extent to which the organizations are able to exploit opportunities for radical shifts in organizational arrangements that the transformational potential of the technologies makes possible. This article describes the way in which emergent tensions have been reconciled as both organizations seek to exploit the transformational capability of ICTs in ways that accommodate, and largely sustain, their organizational values.

Key Words: information and communication technologies • voluntary organizations • innovation

Nonprofit and Voluntary Sector Quarterly, Vol. 32, No. 1, 115-127 (2003)
DOI: 10.1177/0899764002250009


CiteULike    Complore    Connotea    Del.icio.us    Digg    Reddit    Technorati    Twitter    What's this?