Case study reveals adaptation mechanisms during a federal funding freeze in regenerative agriculture, highlighting collaborative resilience through reformed governance and revenue models.
Abrupt changes in government policy and funding priorities can create significant strategic and operational challenges for mission-driven organizations that depend heavily on public resources. This study examines the case of CSC, a regenerative agriculture organization whose federally supported program experienced an unexpected funding freeze following a change in federal priorities. Drawing on resource dependence theory, institutional theory, stakeholder theory, organizational resilience, and dynamic capabilities, the study examines how the organization responded by reassessing its value proposition, stakeholder relationships, governance arrangements, and revenue model.
No takes yet. Share an insight, caveat, or question.
Sroufe et al. (2026) studied this question.
Synapse has enriched 5 closely related papers on similar clinical questions. Consider them for comparative context: