This paper presents the results of a study in the use of IT in the vol
untary sector and assesses the stage of IT use in which the sector is
located. It also examines the extent to which models derived from the
profit-making sector, specifically those of Michael Porter, are applic
able in organizations which are motivated to meet a social need rather
than make a profit. The study found that most voluntary organizations
are using IT for efficiency improvements, though a few are beginning
to apply it to strategic decision making. Porter's five-forces model o
f industry competition is redefined to illustrate the different situat
ion of the voluntary sector. There is evidence of implicit competition
in the sector, not least over funding, but cooperation is on a piecem
eal basis and there is little in the way of an IT infrastructure which
would facilitate cooperation. The paper concludes with an indication
of further research needed.