ABSTRACT This research explores how institutional context, starting conditions, network governance structure, and collaborative process interact and combine into distinct configurations that shape the outcomes of nonprofit purpose‐oriented networks (NPONs) in disaster relief contexts. Using qualitative data, through a longitudinal “most different” comparative case study of two NPONs formed in response to the Wenchuan earthquake and COVID‐19 in China, this study delineates two distinct configurations through which these factors combine to influence the network outcome. The findings reveal that the New Hometown Plan (NHP) embodies a “navigating the uncharted territory” configuration where a small‐scale NPON with high trust among homogenous partners adopts a shared governance structure to navigate a restrictive institutional context. In contrast, the China NGO Consortium for COVID‐19 (CNC‐COVID19) represents a “better together in the new frontier” configuration where a large‐scale network with diverse NPOs unites under a lead‐organization governance structure within a relatively favorable institutional context. Both cases demonstrate how collaborative process serves a critical supplementary role by implementing strategic interventions to offset the adverse effects of institutional constraints, starting conditions, and governance structure to achieve outcome at the societal, network, and organizational levels. This research advances the studies on collaborative and network governance by illustrating how these NPONs strategically navigate complex challenges and collaborate effectively and provides practical insights for nonprofit managers and policymakers on designing and managing disaster relief networks across institutional environments.
Tang et al. (2025) studied this question.