Resilience has become a central theme in discussions of organisational sustainability, particularly within the non-profit sector. Traditionally rooted in psychology and child development, resilience research has expanded to encompass organisational and systems perspectives, integrating insights from complexity theory, crisis management, and social-ecological frameworks. For non-profits, resilience spans both individual psychological capacities—such as adaptability and emotional regulation—and organisational capabilities like structural flexibility, resourcefulness, and mission continuity. This article situates resilience as a dual-level construct and strategic capability, essential for ensuring well-being, trust, and long-term impact in volatile environments. It highlights research gaps and advocates for an integrated approach aligning psychological, team, and organisational dimensions to strengthen sustainability in the non-profit sector.
Anna Neya Kazanskaia (Wed,) studied this question.