Reimagining Volunteer Engagement in Global Virtual Organizations—10 Years Later
Ten years ago, I took a deep dive into a question I was grappling with every day:
How do you meaningfully engage volunteers in a virtual, global organization?
At the time, I was leading a new organization—the Global Mining Standards and Guidelines Group (GMSG, which changed names to today’s GMG)—built entirely on volunteer participation. Our model depended on collaboration across time zones, disciplines, and companies, with people contributing their expertise without compensation, often without ever meeting in person. It worked—but it wasn’t easy.
We ran a research project which included an extensive literature review, focus groups, surveys and some innovative online group exercises, primarily with GMSG volunteers as the participants. The results cumulated as my thesis for my MA Leadership.
The reality is, volunteer-driven virtual organizations face a unique set of challenges. And while much has changed since then, many of those same dynamics are now familiar to a wider range of organizations—whether by design or necessity.
So I’m revisiting that work.
Over the coming weeks, I’ll be sharing a series of short articles—each one exploring one of the core findings from that study, updated with what I’ve learned since, and with relevance to today’s hybrid and distributed working models.
What the Study Found
The research confirmed that volunteers can—and do—thrive in virtual settings, if the right conditions are in place:
People need autonomy and purpose. Volunteers engage most when they understand the “why,” and have some say in the “how.”
Clear structure helps. Without well-defined roles, processes, and expectations, even the most motivated volunteers get frustrated.
Leadership matters. But it’s less about directing and more about enabling—creating space, listening, supporting.
Tools can help—but they’re not the answer. Technology only supports engagement if it’s thoughtfully chosen and used.
Most importantly, people want to feel part of something. A sense of shared purpose and connection makes the work meaningful—and makes people want to stay involved.
These weren’t just theoretical conclusions—they came directly from the people doing the work.
Why It Still Matters
What I found then is just as relevant today, if not more so. We’re now in an era where:
Remote and hybrid collaboration is the norm.
Many organizations depend on part-time contributors, volunteers, or cross-sector teams.
People are still figuring out how to lead, contribute, and stay connected at a distance.
And while we now have more tools and experience, the same underlying challenges persist—especially around communication, leadership, and engagement.
What’s Coming
This series will explore the practical lessons from that research, with real-world insights that apply to any organization working across geographies or relying on people’s time and commitment beyond a paycheck.
In the coming weeks, I’ll start with: “The Case for Virtual Volunteerism—And Why It’s Harder Than It Looks.”
If you’re navigating any of these dynamics—or just curious about how to build stronger participation in dispersed teams—I hope this will be useful. And if you have reflections of your own, I’d love to hear them.