THE USE OF INFORMATION TECHNOLOGY IN THE VOLUNTARY SECTOR

This paper presents the results of a study in the use of IT in the voluntary sector and assesses the stage of IT use in which the sector is located. It also examines the extent to which models derived from the profit-making sector, specifically those of Michael Porter, are applicable in organizations which are motivated to meet a social need rather than make a profit. The study found that most voluntary organizations are using IT for efficiency improvements, though a few are beginning to apply it to strategic decision making. Porter's five-forces model of industry competition is redefined to illustrate the different situation of the voluntary sector. There is evidence of implicit competition in the sector, not least over funding, but cooperation is on a piecemeal basis and there is little in the way of an IT infrastructure which would facilitate cooperation. The paper concludes with an indication of further research needed.