Abstract
Transport services provided by voluntary organisations have grown dramatically in recent years. However, little systematic research has been undertaken on the functioning of these organisations. The aim of the research on which this paper is based was to rectify the lack of information on how decisions relating to service provision are made by such organisations — often called ‘community transport’ (CT) operators. Three organisations were selected for a comparative case study approach. The results show that the leadership approach of their key staff was of particular significance. Each organisation is moving in the direction of greater professionalism and away from its community roots. This cultural change can be attributed to responses to external forces, especially those affecting resources. Evidence suggests they are being forced towards adopting practices of the private sector, but that this need not be the case. Community transport provision is in a period of transition, the outcome of which may radically alter both its structure and its survival capacities.
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The research on which this paper is based was funded by the Economic and Social Research Council. The authors would also like to place on record their thanks to the three organisations who participated in this study.
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Bryman, A., Gillingwater, D. & McGuinness, I. Decision-making processes in community transport organisations: a comparative case study of service providers. Voluntas 3, 71–87 (1992). https://doi.org/10.1007/BF01398027
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DOI: https://doi.org/10.1007/BF01398027