Welfare state restructuring in a context of austerity is contributing to a particularly unsettled environment for third sector organisations. Many are grappling with substantial change. Although change is nothing new in the third sector, the intensity and scale of change is arguably unprecedented. Two prevailing narratives about change seem to weave through these developments. First, a narrative of necessity and transition involves regular calls for third sector organisations to adapt to the changing environment by becoming variously more ‘business-like’, accountable and impact-focused. Second, a narrative of jeopardy and loss highlights threats to the independence and distinctive ethos of third sector organisations largely as a result of funding pressures and professionalisation.
Although reaching somewhat opposing conclusions, both are based on similar assumptions about the fundamental nature of third sector organisations and their relationships with external contexts. Organisations are presented as relatively passive products of their ‘environment’: change is framed as exogenous pressure which third sector organisations either embrace or resist. There is little room for how change is actively co-created, contested, negotiated, and experienced by multiple interacting relational agents, such as managers, staff, trustees, volunteers, service users and other stakeholders, in different positions of power and with access to different resources.
Based on a relational 'fields' understanding of voluntary action, in which actors seek to secure or advance their position or 'room' in multiple, fluid, overlapping and contested fields (Fligstein and McAdam, 2012; Macmillan et al, 2013), our qualitative longitudinal study is examining change in the making through four case study settings of voluntary action. The research explores questions of how change is understood, promoted, contested and experienced by different stakeholders; that is: how people think and speak about change; how different sets of actors are involved in change; how the broader environment shapes change within voluntary organisations; and the manner in which future change is shaped by past experiences. This paper discusses the intellectual context behind the study, and reflects on findings from the first wave of empirical research, set in the context of a longer term qualitative engagement (overall, by the end of the study, we will have ten years of qualitative longitudinal data from our cases). We focus on examining several 'through-lines' (Saldana, 2003) in our case study settings to explore the many different factors which we are already recognising as shaping change within organisations – some external, some internal, and the complex interactions between them.