Herrero Marta, Kraemer Simone
Department of Theatre, Film, Television and Interactive Media University of York York UK.
Development Office University of Kent Kent UK.
Nonprofit Manag Leadersh. 2022 Jun 10. doi: 10.1002/nml.21524.
Organizational resilience remains an under-explored topic in the nonprofit management literature (Searing et al., 2021). Despite an increasing number of studies framed by management perspectives and organizational theory, their focus is on how forprofit organisations react against external crisis by developing 'resilience capabilities'; ways of understanding and of working designed to reduce uncertainty and restore balance to the organisation (Lengnick-Hall, et al., 2011; Williams et al., 2017). This article draws on literature on 'resilience capabilities' and on in-depth interviews with nonprofit fundraisers, carried out during the early stages of the Covid-19 pandemic, to examine how they compensated for a sudden drop in financial revenue by devising alternative, strategic ways of fundraising. It argues that non-profit fundraisers deployed cross-capability building, which combined and merged emotion-related and behavioural capabilities to achieve strategic, practical results.
组织韧性在非营利组织管理文献中仍是一个未被充分探讨的话题（塞尔林等人，2021年）。尽管从管理视角和组织理论出发的研究越来越多，但它们关注的是营利性组织如何通过发展“韧性能力”来应对外部危机；这些理解方式和工作方式旨在减少不确定性并使组织恢复平衡（伦尼克 - 霍尔等人，2011年；威廉姆斯等人，2017年）。本文借鉴了关于“韧性能力”的文献以及在新冠疫情早期对非营利组织筹款人的深入访谈，以研究他们如何通过设计替代性的战略筹款方式来弥补财政收入的突然下降。文章认为，非营利组织筹款人采用了跨能力建设，即将与情感相关的能力和行为能力结合并融合起来，以取得战略上的实际成果。
