A development agenda, the donor dollar and voluntary failure

David Sutton, Rachel Baskerville, Carolyn Cordery

Research output: Contribution to journalArticlepeer-review


This paper examines the success and failure of a once pre-eminent New Zealand charity – the Council of Organisations for Relief Service Overseas (CORSO). Delivering aid for government was a factor in its success in its early years, as was its broad membership base. Voluntary failure occurred when CORSO lost government support. It also lost donor support when international charities established a competitive donor ‘market’. Its supporters’ unwillingness to ‘buy-in’ to its mission change to focus on local poverty was another factor in its collapse. This case study employs a framework which extends Salamon's (1987) Salamon, L. 1987. Of market failure, voluntary failure and third-party government: Towards a theory of government–nonprofit relations in the modern welfare state. Nonprofit and Voluntary Sector Quarterly, 16(1/2): 29–49.

to consider the influence of competition on voluntary failure.
Original languageEnglish
Pages (from-to)209-229
Number of pages30
JournalAccounting, Business & Financial History
Issue number2
Publication statusPublished - Jul 2010

Bibliographical note

This is an Accepted Manuscript of an article published by Taylor & Francis Group in Accounting, Business & Financial History on 23 June 2010, available online at: http://www.tandfonline.com/10.1080/09585206.2010.485749


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