This paper begins to redress the imbalance by presenting findings of research into the decision making processes of three contrasting community transport (CT) organizations. All such organizations were small, in that they operate with only a small number of paid staff overseen by a coordinator, and were located in urban areas. This main finding comes from public sector agencies such as local government, health authorities, and/or passenger transport authorities. Data were collected to examine both the relationships within three CT organizations, and those between the organization itself and its funding bodies. The effects of these upon the nature and quality of the service provided are also explored. Data were analyzed using the "grounded theory" approach. Special attention is given to the significance of leadership. Some policy implications of the findings are summarized. The paper concludes by posing four key questions about the future for CT organizations in the UK.
Abstract