Problems associated with voluntary work in a small not‐for‐profit organization: A case from Brazil

This paper contains descriptive discussions of the implementation of strategic planning in a not‐for‐profit (NFP) organization in Brazil, highlighting the factors that engender emergent strategies. This issue requires more study to enrich both the Brazilian literature in particular and the international literature in general in the field of how emergent strategies triggered in NFP organizations.

Reflections on the debate over managerial strategy and implementation are presented. This theoretical basis supports the discussion of a case study of a Brazilian NFP organization. Interviews were conducted with a range of volunteers with the aim of identifying and discussing the implementation changes that were made to previously planned projects.

The main theme emerging from the cases was the lack of commitment of volunteers, which forced change on previously planned projects.

Research that investigates actions that force the managers of NFP organizations to alter their established action plans is not well canvassed in the context of the literature on Brazil. This paper proposes some future research questions in this context.