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The UK voluntary sector operates in an arguably enabling policy context. Yet, other external environmental influences have posed major challenges for charitable organizations within the wider voluntary sector. This paper aims to rectify the current lack of empirical research on how charitable organizations have responded in terms of their strategic positioning to the changing external operating environment and policy context. It both explores the positioning strategies adopted by two contrasting British charities that deliver public services in different ways, and investigates the factors that have influenced their choice of positioning strategies. The cases studied extend our knowledge of strategic positioning in organizations other than commercial (for‐profit) ones. The findings provide new evidence that charities have begun to strategically position themselves in response to both internal organizational factors and external environmental influences. Emerging lessons from the experiences of the case study organizations provide guidance to charity managers in planning and implementing strategic positioning in their organizations. The findings also underscore the need to develop theoretical and conceptual management models specific to non‐profit organizations, such as charities.
Chew et al. (Wed,) studied this question.