Unpacking nonprofit organizational resilience: toward a typology of response strategies

Purpose While nonprofit organizations play a critical role in advancing social equity and serving disadvantaged populations, their capacity to fulfill this mission depends fundamentally on their ability to sustain operations amid fiscal and operational pressures. This study examines the factors that characterize nonprofit organizational resilience and response strategies during periods of uncertainty. Design/methodology/approach Using exploratory and confirmatory factor analysis of survey data, we develop an empirically grounded typology of nonprofit adaptive responses to crisis conditions. Findings We identify four distinct but interrelated strategic response clusters: financial strategy, leadership and management strategy, service reduction strategy and human resource management strategy. These factors represent coherent patterns of organizational behavior that nonprofit leaders deploy when confronting environmental shocks and operational pressures. Practical implications Recent crises, including the COVID-19 pandemic, have underscored the imperative for nonprofit organizations to develop adaptive capabilities that enable continued service delivery under volatile conditions. This study investigates how US nonprofit organizations respond to external pressures via response strategies. Originality/value Our findings contribute to an original but grounded theoretical understanding of organizational resilience in the nonprofit sector while offering practical insights for nonprofit leaders navigating uncertain environments.