NON-PROFIT ORGANIZATIONAL ADMINISTRATION IN CRISIS : THEORETICAL PERSPECTIVES AND STRATEGIC IMPLICATIONS

Abstract

This article aimed to analyze approaches to nonprofit organizational administration in the context of a global polycrisis a condition characterized by the simultaneous occurrence of multiple crises, including economic, social, environmental, and public health challenges. Drawing on the theoretical frameworks of Resource Dependency Theory and Contingency Theory, the study integrated strategic development approaches to enable nonprofit organizations to adapt and sustain themselves amid volatility and uncertainty. If these organizations, which play a vital role in supporting communities and enhancing social stability, are unable to operate continuously, the primary impact will inevitably fall upon vulnerable groups who are their main beneficiaries. As a scholar who is aware of the social role of academia, this article reviewed relevant literature and synthesized knowledge through a theoretical lens, finding that nonprofit organizations whether at the global or Thai national level are facing structural issues and challenges under the conditions of a polycrisis. Consequently, this article proposed strategic concepts such as developing flexible organizational structures, diversifying funding sources, strengthening social capital in collaboration with communities, fostering an adaptive organizational culture, and building dynamic capabilities. Integrating theoretical knowledge with lessons drawn from international case studies was presented as a crucial pathway for enhancing the long-term capacity of Thailand’s civil society sector.