Exploring the organizational resilience of voluntary sport organizations as a process during a crisis
本研究基于Duchek的能力模型，通过访谈16名美国大学体育俱乐部负责人，发现组织韧性是一个包含观察、应对和适应的循环过程，资源和社会支持是关键驱动因素。
Research Question This study explored how collegiate sport clubs demonstrated organizational resilience during the COVID-19 pandemic, using Duchek’s capability-based model. The pandemic disrupted club operations, underscoring the need to understand the process of organizational resilience to support long-term sustainability during crises.Research Methods A national governing body of collegiate sport clubs in the United States distributed a recruitment email, and a total of 16 officers participated in semi-structured interviews conducted via Zoom.Results and Findings Our findings demonstrated a three-stage resilience process involving observation, coping, and adaptation capabilities that responded to the emergence, duration, and decline of the pandemic. Clubs needed to identify the pandemic’s impact through observation, develop creative yet context-specific coping strategies, and adapt those strategies over time. Rather than sequential and linear, this process was recursive and concurrent as clubs navigated an evolving regulatory environment. Additionally, the effectiveness of clubs’ resilience capabilities was fostered by resource availability, social resources, and a strong sense of responsibility.Implications The study contributes theoretically by refining how resilience capabilities, timeframes, and key drivers are conceptualized within Duchek’s model. Practically, it provides guidance for sport club officers and practitioners seeking to strengthen their organizations’ resilience to withstand future disruptions.