Who governs in a crisis? Insights from the nonprofit credit union sector in Ireland

IMPACTThis article demonstrates that governance in nonprofit organizations (NPOs) is not always exercised by boards alone. During the Covid 19 crisis, governance responsibilities often shifted to dominant coalitions comprising board members, chief executive officers (CEOs), and senior managers, with variation shaped by the perceived competencies and availability of key actors. The findings have important implications for regulators, trade associations, and NPO leaders seeking to strengthen organizational resilience during periods of disruption. In particular, the study highlights the risks of limited age diversity on volunteer boards and the challenges posed by gaps in digital competence. The research also identifies the value of experienced CEOs and board members whose sector knowledge, networks, and operational expertise were critical to effective crisis responses. However, reliance on a small number of key individuals may create sustainability risks and burnout. The findings therefore support greater attention to board renewal, age diversity, leadership development, and succession planning within NPO governance frameworks.