Since the 90´s, initiatives of valorizing/promoting volunteer practices have been taking place along with entrepreneurial philanthropic practices in Brazil. In this mean time, in Porto Alegre, nationwide companies and representative entities founded the NGO-Parceiros Voluntários [Volunteer Partners] in 1997, giving priority to the development of what has been called the culture of organized volunteering, with the aim of articulating administrativeentrepreneurial knowledge to volunteer practice. Considering here the relations between volunteers and managers of organized volunteering, we have tried to identify how the capitals in interaction/conflict in volunteering practice, originating from distinct fields (economical and welfare), have allowed ruptures to the volunteer management. Through the analysis of documentation and interviews with the allocated social agents, it was possible to observe conflicting relations between the capitals placed by managers and volunteers, and the result is that the implemented managerial strategies have not guaranteed the adhesion to volunteering practice.