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Frivillighed på Roskilde Festival: En undersøgelse af Roskilde Festivals tilpasningsevne af frivilligkultur efter nedlukningen
Frivillighed på Roskilde Festival: En undersøgelse af Roskilde Festivals tilpasningsevne af frivilligkultur efter nedlukningen
Doing voluntary work in Denmark is considered a widespread phenomenon, with around 40% of the Danish population volunteering one way or another. This culture of volunteering is also the backbone of one of Europe's largest music festivals, Roskilde Festival, where 30.000 volunteers work with a tiny professional team to create a temporary city of 120.000 participants for 8 days, every summer. Through an organizational-psychological approach, this project investigates how a festival of this scale manages to maintain a non-profit multi-divisional organizational structure, where most working roles, from food stands to cable work, to coordination and management are sorted in independent teams. Most of these roles are voluntary, and many volunteers choose to come back year after year, and to work extensive hours to take part in running the festival. We held a focus group interview with four of the volunteers who work +100 hours in the IT department, to understand the culture of their work environment and their volunteer community, as well as what motivates them to do a job that isn't particularly interesting, for a humble reward. We also hosted two expert interviews with one volunteer coordinator and a recruitment officer, both in volunteering positions, about how the volunteers are managed, what is done to engage them and how they have managed to handle a COVID-19 crisis with two canceled festival runs. We use Edgar and Peter Schein’s Organizational Culture and Leadership, to analyze the layers of culture in the IT department, Chris Mowles and Ralph Stacey’s Strategic Management and Organizational Dynamics to analyze the supposed complex structure that characterizes the voluntary work environment. Furthermore, we use Edward L. Deci and Richard M. Ryan's Self-Determination Theory to analyze what motivates the volunteers to stay committed to their work and what maintains their connection to it after two canceled festival seasons. We found that the volunteer culture might be partly threatened from the increased dropout rate, since it destabilizes the balance between experienced and inexperienced volunteers. This can make the workload heavier on the remainders and remove some of the motivation, with the loss of a stable community feeling. Regardless, Roskilde Festival has had a fundamental role in many of the volunteers' summers for decades, and two years' absence has not removed its place in either the volunteers' hearts or the festival-goers, and the volunteers are seen as capable of recuperating the communal culture of the organization again.
- Roskilde University Denmark
- Roskilde University Denmark
Doing voluntary work in Denmark is considered a widespread phenomenon, with around 40% of the Danish population volunteering one way or another. This culture of volunteering is also the backbone of one of Europe's largest music festivals, Roskilde Festival, where 30.000 volunteers work with a tiny professional team to create a temporary city of 120.000 participants for 8 days, every summer. Through an organizational-psychological approach, this project investigates how a festival of this scale manages to maintain a non-profit multi-divisional organizational structure, where most working roles, from food stands to cable work, to coordination and management are sorted in independent teams. Most of these roles are voluntary, and many volunteers choose to come back year after year, and to work extensive hours to take part in running the festival. We held a focus group interview with four of the volunteers who work +100 hours in the IT department, to understand the culture of their work environment and their volunteer community, as well as what motivates them to do a job that isn't particularly interesting, for a humble reward. We also hosted two expert interviews with one volunteer coordinator and a recruitment officer, both in volunteering positions, about how the volunteers are managed, what is done to engage them and how they have managed to handle a COVID-19 crisis with two canceled festival runs. We use Edgar and Peter Schein’s Organizational Culture and Leadership, to analyze the layers of culture in the IT department, Chris Mowles and Ralph Stacey’s Strategic Management and Organizational Dynamics to analyze the supposed complex structure that characterizes the voluntary work environment. Furthermore, we use Edward L. Deci and Richard M. Ryan's Self-Determination Theory to analyze what motivates the volunteers to stay committed to their work and what maintains their connection to it after two canceled festival seasons. We found that the volunteer culture might be partly threatened from the increased dropout rate, since it destabilizes the balance between experienced and inexperienced volunteers. This can make the workload heavier on the remainders and remove some of the motivation, with the loss of a stable community feeling. Regardless, Roskilde Festival has had a fundamental role in many of the volunteers' summers for decades, and two years' absence has not removed its place in either the volunteers' hearts or the festival-goers, and the volunteers are seen as capable of recuperating the communal culture of the organization again.