Part One
Chapter 4 Methodology
4.2 Research Strategy: Case Studies
4.2.3 Case Study Selection Criteria
It was not possible to use sampling as a mechanism for selecting case studies. Four case studies is too small a number to represent a complex population and, as outlined in Chapter 2, little is known about the voluntary sector in New Zealand. Yin (1994) instead proposes the logic of replication to select case studies. Each case is selected so that it either produces similar results (literal replication) or produces contrasting results but for predictable reasons (theoretical replication).
The replication selections are based on the research’s theoretical framework. The framework should state the conditions under which a particular phenomenon is likely
to be found or not. Yin (1994) states that even in exploratory and inductive research, some initial propositions are needed to guide the case study selection.
The theoretical framework developed for this research is presented in section 3.7.
An initial proposition, as recommended by Yin (1994), can be identified from the framework. Stakeholders perceived by the staff of voluntary organisations to have power over them will be given the most attention. Those that provide resources and legitimacy will be considered to be the most powerful.
Government agencies are considered the most important stakeholder when the organisation depends on them for resources (refer section 3.3.1). Volunteers are considered the next most important stakeholder (refer section 3.3.2). The framework would suggest that this is because they bring the organisation legitimacy.
The most concrete proposition available from the framework is that voluntary organisations which are dependent on government funding will see government as a key stakeholder. Extrapolating from this we can suggest that those that are not dependent on government may not see government as such an important stakeholder.
This is proposed as a replication variable.
Using Yin’s (1994) theoretical replication logic, two case studies of voluntary organisations dependent on government funding (that is, receiving the large majority of their funding from government – for example over 80 percent) should show that government was considered the key stakeholder. Two further case studies of voluntary organisations that are not predominantly dependent on government funding (receiving less than 50 per cent) should show that government was not perceived as the key stakeholder.
This, however, leaves a large population of possible case study organisations, and the need to introduce a second replication variable. Volunteers, the literature review found, are another powerful stakeholder. Research suggests that a high degree of reliance on volunteers means it is more difficult to manage internal accountability mechanisms (such as performance management) and external accountability relationships (such as the reporting required for government contracts). This is
because volunteers are not as easily managed and held to account as paid staff. A large number of volunteers engaged in the delivery of social services may make the organisation’s accountability relationships more difficult and complex (Clary et al., 1992; Vigoda, 2001).
The performance of volunteers engaged in service delivery is crucial in shaping how the overall performance of the organisation is perceived by stakeholders. Committed volunteers delivering a constant, quality service will enhance the reputation and the perceived legitimacy of the organisation. The degree to which the organisation is reliant on volunteers in the delivery of services to clients is therefore adopted as the second replication variable. This variable can be arbitrarily quantified for the purposes of the research: low involvement of volunteers in service delivery was defined as less than 40 per cent; high involvement was defined as more than 60 per cent.
The following matrix outlines the variables used to select the four case studies.
Voluntary organisation not dependent on government funding and low number of volunteers involved in service delivery.
Prediction: Stakeholders other than government seen as important (perhaps because they generate legitimacy for the organisation).
Accountability relationships seen as relatively simple.
Voluntary organisation dependent on government funding and high number of volunteers involved in service delivery
Prediction: Government as key stakeholder because of resource dependencies.
Accountability relationships seen as relatively complex
Voluntary organisation not dependent on government funding and high number of volunteers involved in service delivery.
Prediction: Stakeholders other than government seen as important (perhaps because they generate legitimacy for the organisation).
Accountability relationships seen as relatively complex.
Voluntary organisation dependent on government funding and low number of volunteers involved in service delivery.
Prediction: Government as key stakeholder because of resource dependencies.
Accountability relationships seen as relatively simple.
Table 4.1: Case Study Selection Matrix
The four case studies selected conform to the matrix as such:
Variable Case 1: Low Government Funding / Low Dependence on Volunteers
Case 2: High Government Funding / High Use of Volunteers
Services Support services for families, youth and seniors
Community support and counselling services for seniors Paid Staff 150 Full Time Equivalents (FTES) Head Office: 4 FTES National
Organisation: 120 (approx. 50 FTES)
Volunteers Less than 5, an hour per week 4000 (approx 83 FTES) Funding: (2001/02) Public donations 39%
Grants from Lotteries/ Charitable Trusts 19%
Investments, rent, interest, dividends 13%
Government contracts 11%
Sponsorship 6%
Fundraising 4%
ACC rebate 4%
Sale of goods 4%
Public donations 2%
Grants from Lotteries / Charitable Trusts 6.5%
Interest 1.5%
Government Contracts 90% (more than $1 million)
Fees for Services 0.01%
Sale of goods 0.1%
Operating area Large region National
Organisation type Head office with branch offices;
hierarchical management structure National office of federated organisation; federates autonomous and independent.
National office role: co-ordination and policy developed.
Federates role: service delivery.
Variable Case 3: Low Government
Funding / High Dependence on Volunteers
Case 4: High Government Funding / Low Reliance on Volunteers
Services A service for children and their families
Family and youth counselling, residential care
Paid staff 1 part time Paid Staff: 930 FTEs
Volunteers 150 Nominal
Funding: (2001/02) Grants from philanthropic trusts 1%
Government agencies 10%
($1000)
Fees for services 89%
Donations / Lotteries / Grants from Philanthropic Trusts 35%
Government Contracts 60%
Investments, Rent 4%
Area of Operation City suburb Large region
Organisation type Volunteer committee with membership called upon to undertake work
Board with elected members, management team in head office and regional and institution managers.
Table 4.2: Details of Case Studies