Managerialism is now commonplace in the voluntary sector. While its adoption has helped nonprofit organisations to survive severe economic turbulence, critics contend that its neoliberalist assumptions have caused ‘values incongruence’, which in turn has led to mission drift, a loss
of idealism and disillusionment among staff, volunteers and supporters. This paper introduces systemic practice and workplace as community as alternative narratives, which appear more congruent with the values of many voluntary organisations.
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