Christine Carius, Jan Graw, and Carsten Schultz, Kiel University, Germany
In the face of crises, spontaneous volunteers (SVs) are often the first to leap into action, providing rapid responses to urgent needs where formal relief organizations may fall short. These efforts, born from a sense of necessity when traditional channels falter, are characterized by an improvisational approach, learning as they go. Whether it’s in the aftermath of natural disasters like hurricane Katrina or man-made crises such as the refugee crisis and the COVID-19 pandemic, SVs play a vital role, often filling gaps left by official aid efforts.
Yet, despite their importance, the dynamics of SV collectives remain poorly understood. How do these groups emerge, organize, and coordinate their efforts amidst chaos? The lack of formal authority within SV groups can sometimes lead to conflicts, both internally and with relief forces. As such, achieving legitimacy becomes crucial for effective operation during crises, often requiring the development of a collective identity and recognizable organizational structures.
However, the process of gaining legitimacy while maintaining flexibility and adaptability poses significant challenges. How do SV collectives establish their authority, how can they become legitimate stakeholders and complement relief forces in the best way? We turned to the concept of organizationality, seeking to understand how these groups form and gain legitimacy within the complex situation of crisis response. We aim to unravel the mysteries of SV emergence, organizationality, and legitimacy in the face of adversity. In our recently published NVSQ Article we tracked the emergence of organizationality in spontaneous volunteers.
What we did…
In our study, we delved into the intricate workings of spontaneous volunteering during large-scale crises in Germany. Utilizing a multiple case study approach, we examined five distinct crises, ranging from storms to floods and the refugee crisis, to understand how these loose collectives of volunteers organize and gain legitimacy in times of chaos.
We selected cases, focusing on events where societal and infrastructural impacts were significant, local relief resources were overwhelmed, and media attention was widespread. Our data set, comprising 30 interviews and various additional materials such as social media posts and official documents, provided rich insights into the experiences and perceptions of volunteers, relief forces, and city officials involved in these crises.
In the realm of organizational theory, the 4 Flow model developed by McPhee and Zaug in 2000 stands out as a guiding framework for understanding the intricate workings of new organizational phenomena. This model identifies four key communication flows—membership negotiation, activity coordination, self-structuring, and institutional positioning—that intersect to create and sustain an organization. Through the lens of this communication-centered framework, we aimed to better understand organizationality within SV collectives.
What we found…
We uncovered three key phases that mark the emergence of organizationality among spontaneous volunteers during crises. These phases aren’t strictly chronological but signal a progression towards more structured coordination. In the initial phase, individuals rally together through social media, coordinating efforts without formal organization. However, this often leads to resource misallocation due to limited coordination. In the cases we investigated, for example, heaps of donated clothing stacked up where no one even needed them, or eager volunteers raced across town to pump out basements that were already bone dry.
To address these issues, coordination centers emerge in the second phase, offering a hub for volunteers to streamline information and resources. Here, structured processes begin to take shape, improving efficiency and effectiveness. But it doesn’t stop there. As the crisis unfolds, these structures evolve further. SV collectives refine processes, set rules, and ensure the group’s needs are met, reinforcing a sense of unity among members. This emerging collective of spontaneous volunteers was sometimes more efficient and reliable than the relief forces. However, the drawback was that being more organizational meant sacrificing some spontaneity. Now, volunteers had to sign up beforehand and attend briefings before being deployed.
In the third phase, with clearer boundaries and defined membership processes, the group’s external legitimacy grows, painting a clearer picture of its place in the broader social landscape.
Our study dives deep into the crucial role of space, symbols, and support in shaping the organizational dynamics of spontaneous volunteer (SV) collectives during crises. We found that space (physical and virtual) is a key factor in structuring these groups. Online platforms serve as vital tools for communication, resource coordination, and boundary management. While offline space allows for organizing activities on-site, serves as a meeting point and acts as the central hub for online coordination efforts.
Symbols, too, play a pivotal role. They not only build identity within the organization but also define its boundaries and project an image to the wider community. In the examples we reviewed, symbols like vests or T-shirts were commonly chosen. At times, relief forces requested recognizable attire for spontaneous volunteers (SVs), while in other instances, it was crucial for SVs to be identifiable as part of a cohesive group. These symbols also facilitated rule enforcement; for instance, if the rule was to limit the number of SVs in a specific area to 20, it became much simpler to monitor compliance when all SVs wore vests.
Finally, we found that support, whether from within the group or external stakeholders like relief forces, is another linchpin. SVs forged partnerships with local businesses, such as gardening centers, to increase access to pumps, or with nightclubs to encourage volunteers to take on late shifts. It not only helps create structure but also boosts the organization’s performance capacity, further enhancing its identity and legitimacy.
Our findings underscore the intertwined relationship between space, symbol and support on achieving organizationality. As SV collectives become more structured, they gain recognition from other stakeholders, solidifying their legitimacy as a valid form of organization.
So what?
While spontaneous volunteering is often assumed to be chaotic in nature, we find it quickly becomes a highly structured collective activity. When trust is built between SV and relief organizations, and fears of causing harm are overcome, collaboration between them can flourish. We suggest that providing resources (e.g. vests, a room with power supply to organize their relief work online) and support (e.g. sharing ideas how to organize a shift) to SVs, rather than trying to fit them into existing relief organizations, can make relief efforts more agile and successful.
In summary, our research highlights the importance of recognizing and supporting the potential of volunteer groups to become organized during crises. This understanding can lead to more effective crisis response efforts, where volunteer groups play a vital role while still maintaining their independence and adaptability.
Click here to read the free full-text article: Carius, C., Graw, J., & Schultz, C. (2024). Achieving Organizationality in Large-Scale Crises: A Comparative Case Study on the Communicative Constitution of Spontaneous Volunteer Collectives. Nonprofit and Voluntary Sector Quarterly, 0(0). doi. 10.1177/08997640241233726
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