Abstract
The voluntary sector is playing increasingly important roles in the delivery of services. With greater regulation, some commentators have speculated that a bifurcation of voluntary groups is occurring between large-scale corporatist organisations and poorly funded grassroots organisations. Using the example of voluntary search and rescue teams in New Zealand, I demonstrate that, while an organisation may follow corporatist principles centrally, its branches may resist change and continue along traditional grassroots lines. This study supports the need for a sociocultural approach to understanding the geographies of volunteering and the organisational spaces of voluntary organisations.
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