This article examines resilience and its implications for sustainability in the non-profit sector, suggesting a dual-level approach integrating psychological and organisational perspectives.
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.
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Anna Neya Kazanskaia (2025) studied this question.