Exploring Determinants of Adaptive Capacity: The Nonprofit Sector in the Turbulent COVID-19 Environment in Belarus and Ukraine

Abstract

Adaptive capacity is crucial for the survival of nonprofit organizations during crises, yet the factors influencing this capacity remain underexplored. While crises can foster innovation and opportunities for positive change, they can also induce rigidity that limits organizational development. Using semi-structured interviews (n = 17), this qualitative study provides a comprehensive analysis of the multifaceted factors influencing nonprofit adaptive capacity in Belarus and Ukraine during the COVID-19 crisis, expanding previous frameworks to offer a holistic view of these factors. According to the analysis, adaptive capacity results from the cumulative effects of consistent communication, collaboration, diversification of funding sources, a sustained organizational culture of support and empowerment, a flexible organizational and workforce structure, clarity of vision, mission, and goals, and a commitment to social capital building and ongoing organizational learning. The practical implications highlight the importance of nonprofit managers proactively building adaptive capacity to effectively navigate crises and ensure long-term sustainability. Nonprofit managers should use crises as learning opportunities to build resilience, weigh the benefits and drawbacks of social capital, promote a learning culture and support, embrace innovations, consider revenue diversification, and foster collaborations. Future research should explore how adaptive capacity, organizational ambidexterity, and dynamic capability interplay within the nonprofit sector, considering various contexts.