Empirical case studies reveal how non-profit organisations enact resilience in complex and crisis-prone environments. This article examines NGOs operating under three distinct crisis contexts: advocacy groups navigating political repression, humanitarian organisations functioning in protracted emergencies, and grassroots initiatives responding to sudden shocks. The analysis identifies structural and relational mechanisms that sustain mission continuity—decentralised networks, participatory governance, trust-based mobilisation, and adaptive management. Comparative insights demonstrate that resilience is shaped as much by social capital and collective learning as by formal systems or donor resources. Failures, conversely, often stem from rigid hierarchies, external dependency, and disregard for staff well-being. The findings confirm that resilience is both an internal organisational capability and an external relational process, offering actionable lessons for leaders, practitioners, and policymakers seeking to build adaptive, ethically grounded, and sustainable NGOs in volatile contexts.
Anna Neya Kazanskaia (Wed,) studied this question.