Using a case study, the authors argue that emotions play a highly signijcant part in voluntary organizations, and that present academic approaches to emotions are unhelpful, both theoretically and practically. The distinction between emotional work and emotional labor is unclear in nonprofit organizations using volunteers. More research is needed in this area.MOTIONS in organizational theory occupy two main places, if they appear at all. On the one hand, they are reluctantly E acknowledged in order to be rationalized as quickly as possible. As lanello (1992, p. 23) observed, "The history of organization theory may be seen, in part, as a process in which a series of 'nonrational factors' have been conjured up only to be subdued by the rationalizing core. Thus in the 1930s human relations theory arose as a champion of the informal structure. The thrust of human relations theory, however, was to harness and control the informal in the interest of rationality." On the other hand, the approach has been either to deny the relevance of emotions altogether or to disguise their presence through a more acceptable rational discourse. Thus, for example, Clary, Snyder, and Ridge (1992), in discussing a strategy for the recruitment of volunteers, refer to motivation rather than to feelings or emotions. They mention feelings such as concern, compassion, and guilt as dimensions of their questionnaire, but the words do not appear anywhere in the main text of their article. Rowbotham (1986, p. 104) is an exception in mentioning "passionate personal emotions" in connection with feminist organizations.In contrast, in this article we highlight the place of emotions within an organization. We therefore offer a case study of the importance of emotions in the founding and development of an organization, the Hungarian Feminist Network. First, we briefly describe the organization following Gidron and Hasenfelds ( 1994) typology: domain and mission, dependence on external resources, service