A Study of the Impact of Embeddedness and Relational Networks on Organizational Resilience in Public Benefit Organizations

Abstract

The current global natural disasters, financial crises, regional conflicts, and public health emergencies have had a significant impact on all countries, organizations, and individuals, and not only are commercial organizations in a quandary in terms of their survival and development, but nonprofit organizations are also facing unprecedented impacts and challenges. Understanding how public interest organizations have survived the crisis, and in some cases thrived, has drawn increasing attention to Organizational resilience. The article investigates the effects of relational networks, embeddedness, and innovation capacity on the Organizational resilience of public interest institutions, and finds that relational networks have a direct positive effect on the Organizational resilience of public interest institutions; and that bimodal innovation plays a fully mediating role between relational networks and the resilience of public interest institutions. In addition, perceived embeddedness significantly moderated the relationship between inter-organizational relational networks and exploratory innovation, but its moderating effect on intra-organizational networks and exploitative innovation did not reach a significant level. The findings provide theoretical basis and practical insights for nonprofit organizations to optimize resource allocation and enhance crisis response capacity.