The organizational response of civil society during the Covid-19 pandemic

The Covid-19 pandemic poses a significant threat to organizations and requires managers to make rapid, context-specific responses in the face of uncertainty. The shutting down of broad parts of society as a consequence of the Covid-19 crisis may be perceived as an opportunity for many civil society organizations (henceforth CSOs), and they have risen to the challenge of restructuring their services to support the public good irrespective of their original intentions (Bacq & Lumpkin, 2020). How do CSOs contribute to resilience, recycling, reinvigoration, and resynchronization in coping with the ever-changing environment give us an opportunity to examine their unique crisis responding strategies, i.e. are prior routines, networks, stakeholders, etc.- recycled and drawn upon as templates for the current social bricolage response (Preece, 2014)? Do periodic crises become a reinvigoration and rediscover the spirit of its founding intent (Suddaby & Foster, 2017). Did the process of strategic adaptation and resynchronization lead to a reconnection with local authorities and neighbourhood groups?