The Relationship between Membership Participation, Organisational Learning and Strategic Change in Democratically Structured Voluntary Organisations.

The study explores the relationship between the individual member and the voluntary, democratically structured organisation in terms of its impact on the organisation's ability to engage in effective strategic change in response to environmental challenges. The study contributes to the understanding of the operation of these organisations within the context of the literature on organisational dynamics, behaviour and development. The study contributes to the development of a theoretical explanation of the management of strategic change and its relationship to membership participation within such organisations. There is a particular focus on organisational learning as a process of continuous strategic change. This is because of the specific voluntary characteristics of membership participation within this organisational sector. In addition to testing a number of hypotheses, the study proposes and tests an Input Output Analytical Model. It is envisaged that the model can be used as a diagnostic instrument to aid the development of membership participation, organisational learning and strategic change capabilities of voluntary, democratically structured organisations. The multiple case study research methodology, involving three case studies, is utilised