{"title":"大流行病期间的非营利组织和社区复原力：法国-魁北克视角","authors":"Laëtitia Lethielleux, Caroline Demeyère, Amélie Artis, Martine Vézina, Jean-Pierre Girard","doi":"10.1108/md-11-2023-2079","DOIUrl":null,"url":null,"abstract":"<h3>Purpose</h3>\n<p>This article examines the links between nonprofits and communities’ resilience during the COVID-19 crisis. Previous research on resilience has overlooked nonprofits, with limited studies on their ongoing resilience processes. While nonprofits’ potential to lead their communities’ resilience has been highlighted, we know little about how this potential can be fully achieved.</p><!--/ Abstract__block -->\n<h3>Design/methodology/approach</h3>\n<p>Nonprofit’s potential to lead their communities’ resilience has been highlighted. Yet, nonprofits are also deeply affected by crises, and little is known about their organizational resilience. This study explores the interplay between nonprofits’ organizational resilience and community resilience in the face of crises. We draw from an international comparative case study based on two participatory research designs in France and Quebec during the Covid-19 crisis.</p><!--/ Abstract__block -->\n<h3>Findings</h3>\n<p>The results highlight similarities and differences in how nonprofits’ developed organizational resilience capabilities. These different organizational resilience processes affected in return the reactive and proactive roles the nonprofits could play in community resilience.</p><!--/ Abstract__block -->\n<h3>Research limitations/implications</h3>\n<p>Limitations of the research method include its time boundaries, the specificity of the Covid-19 crisis, which differs from natural hazards which are traditionally studied in the resilience literature (e.g.: Roberts et al., 2021). The unicity of the cases fits the comprehensive purpose of the study, and generalizations of the results are limited.</p><!--/ Abstract__block -->\n<h3>Practical implications</h3>\n<p>Empirically, we offer an original approach of nonprofits and community resilience as ongoing interdependent processes.</p><!--/ Abstract__block -->\n<h3>Originality/value</h3>\n<p>The article contributes to the organizational resilience literature in refining how nonprofits’ characteristics and embeddedness in their community affect their development of resilience capabilities. We theorize the dynamic reciprocal links between nonprofits and community resilience.</p><!--/ Abstract__block -->","PeriodicalId":18046,"journal":{"name":"Management Decision","volume":null,"pages":null},"PeriodicalIF":4.1000,"publicationDate":"2024-07-29","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":"0","resultStr":"{\"title\":\"Nonprofits and community resilience during a pandemic: a France-Quebec perspective\",\"authors\":\"Laëtitia Lethielleux, Caroline Demeyère, Amélie Artis, Martine Vézina, Jean-Pierre Girard\",\"doi\":\"10.1108/md-11-2023-2079\",\"DOIUrl\":null,\"url\":null,\"abstract\":\"<h3>Purpose</h3>\\n<p>This article examines the links between nonprofits and communities’ resilience during the COVID-19 crisis. Previous research on resilience has overlooked nonprofits, with limited studies on their ongoing resilience processes. While nonprofits’ potential to lead their communities’ resilience has been highlighted, we know little about how this potential can be fully achieved.</p><!--/ Abstract__block -->\\n<h3>Design/methodology/approach</h3>\\n<p>Nonprofit’s potential to lead their communities’ resilience has been highlighted. Yet, nonprofits are also deeply affected by crises, and little is known about their organizational resilience. This study explores the interplay between nonprofits’ organizational resilience and community resilience in the face of crises. We draw from an international comparative case study based on two participatory research designs in France and Quebec during the Covid-19 crisis.</p><!--/ Abstract__block -->\\n<h3>Findings</h3>\\n<p>The results highlight similarities and differences in how nonprofits’ developed organizational resilience capabilities. These different organizational resilience processes affected in return the reactive and proactive roles the nonprofits could play in community resilience.</p><!--/ Abstract__block -->\\n<h3>Research limitations/implications</h3>\\n<p>Limitations of the research method include its time boundaries, the specificity of the Covid-19 crisis, which differs from natural hazards which are traditionally studied in the resilience literature (e.g.: Roberts et al., 2021). The unicity of the cases fits the comprehensive purpose of the study, and generalizations of the results are limited.</p><!--/ Abstract__block -->\\n<h3>Practical implications</h3>\\n<p>Empirically, we offer an original approach of nonprofits and community resilience as ongoing interdependent processes.</p><!--/ Abstract__block -->\\n<h3>Originality/value</h3>\\n<p>The article contributes to the organizational resilience literature in refining how nonprofits’ characteristics and embeddedness in their community affect their development of resilience capabilities. We theorize the dynamic reciprocal links between nonprofits and community resilience.</p><!--/ Abstract__block -->\",\"PeriodicalId\":18046,\"journal\":{\"name\":\"Management Decision\",\"volume\":null,\"pages\":null},\"PeriodicalIF\":4.1000,\"publicationDate\":\"2024-07-29\",\"publicationTypes\":\"Journal Article\",\"fieldsOfStudy\":null,\"isOpenAccess\":false,\"openAccessPdf\":\"\",\"citationCount\":\"0\",\"resultStr\":null,\"platform\":\"Semanticscholar\",\"paperid\":null,\"PeriodicalName\":\"Management Decision\",\"FirstCategoryId\":\"91\",\"ListUrlMain\":\"https://doi.org/10.1108/md-11-2023-2079\",\"RegionNum\":3,\"RegionCategory\":\"管理学\",\"ArticlePicture\":[],\"TitleCN\":null,\"AbstractTextCN\":null,\"PMCID\":null,\"EPubDate\":\"\",\"PubModel\":\"\",\"JCR\":\"Q2\",\"JCRName\":\"BUSINESS\",\"Score\":null,\"Total\":0}","platform":"Semanticscholar","paperid":null,"PeriodicalName":"Management Decision","FirstCategoryId":"91","ListUrlMain":"https://doi.org/10.1108/md-11-2023-2079","RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":null,"EPubDate":"","PubModel":"","JCR":"Q2","JCRName":"BUSINESS","Score":null,"Total":0}
引用次数: 0
摘要
本文探讨了 COVID-19 危机期间非营利组织与社区恢复力之间的联系。以往关于抗灾能力的研究忽略了非营利组织，对其持续抗灾过程的研究也很有限。虽然非营利组织领导社区恢复力的潜力已得到强调，但我们对如何充分发挥这种潜力知之甚少。然而，非营利组织也深受危机影响，人们对其组织复原力知之甚少。本研究探讨了非营利组织在危机面前的组织复原力与社区复原力之间的相互作用。研究结果突出了非营利组织在发展组织复原力方面的异同。研究局限性/启示研究方法的局限性包括其时间界限、Covid-19 危机的特殊性，它不同于抗灾文献中传统研究的自然灾害（如 Roberts 等人，2021 年）。案例的单一性符合本研究的综合目的，但对结果的概括是有限的。实践意义从经验上讲，我们提供了一种新颖的方法，将非营利组织和社区复原力视为持续的相互依存过程。我们从理论上阐述了非营利组织与社区复原力之间的动态互惠联系。
Nonprofits and community resilience during a pandemic: a France-Quebec perspective
Purpose
This article examines the links between nonprofits and communities’ resilience during the COVID-19 crisis. Previous research on resilience has overlooked nonprofits, with limited studies on their ongoing resilience processes. While nonprofits’ potential to lead their communities’ resilience has been highlighted, we know little about how this potential can be fully achieved.
Design/methodology/approach
Nonprofit’s potential to lead their communities’ resilience has been highlighted. Yet, nonprofits are also deeply affected by crises, and little is known about their organizational resilience. This study explores the interplay between nonprofits’ organizational resilience and community resilience in the face of crises. We draw from an international comparative case study based on two participatory research designs in France and Quebec during the Covid-19 crisis.
Findings
The results highlight similarities and differences in how nonprofits’ developed organizational resilience capabilities. These different organizational resilience processes affected in return the reactive and proactive roles the nonprofits could play in community resilience.
Research limitations/implications
Limitations of the research method include its time boundaries, the specificity of the Covid-19 crisis, which differs from natural hazards which are traditionally studied in the resilience literature (e.g.: Roberts et al., 2021). The unicity of the cases fits the comprehensive purpose of the study, and generalizations of the results are limited.
Practical implications
Empirically, we offer an original approach of nonprofits and community resilience as ongoing interdependent processes.
Originality/value
The article contributes to the organizational resilience literature in refining how nonprofits’ characteristics and embeddedness in their community affect their development of resilience capabilities. We theorize the dynamic reciprocal links between nonprofits and community resilience.
期刊介绍：
■In-depth studies of major issues ■Operations management ■Financial management ■Motivation ■Entrepreneurship ■Problem solving and proactivity ■Serious management argument ■Strategy and policy issues ■Tactics for turning around company crises Management Decision, considered by many to be the best publication in its field, consistently offers thoughtful and provocative insights into current management practice. As such, its high calibre contributions from leading management philosophers and practitioners make it an invaluable resource in the aggressive and demanding trading climate of the Twenty-First Century.
求助内容：
应助结果提醒方式：
京公网安备 11010802042870号
