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Over the past two decades, the study of team resilience has evolved from focusing primarily on team performance to recognizing its importance in various aspects of team functioning, including psychological health, teamwork, and overall Well-Being. This evolution underscores the need for a broader, more inclusive understanding of team resilience, advocating for a shift from a narrow performance-centric view to a holistic perspective that encompasses the multifaceted impact of resilience on teams.

In advocating for this holistic perspective, this chapter reviews the extant literature, highlighting that resilience is not merely about sustaining performance but also about fostering a supportive, adaptive, and psychologically safe environment for team members. Significant areas for further exploration, including the nuanced nature of adversities teams face, the processes underpinning resilient behaviors, and the broad spectrum of outcomes resilience can influence beyond task performance are also discussed.

The chapter serves as a call to action for a more inclusive examination of how resilience manifests and benefits teams in organizational settings. The proposed shift in perspective aims to deepen understanding of team resilience, promoting strategies for building resilient teams that thrive not only in performance but in all aspects of their functioning.

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.

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.

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.

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.

Empirically, we offer an original approach of nonprofits and community resilience as ongoing interdependent processes.

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.

The increasing unexpected contingencies make resilience indispensable for project teams. Drawn on input–process–outcome (IPO) framework, this study aims to investigate how and when team mindfulness (i.e. input) fosters team resilience (i.e. outcome) via team formalization and team improvisation (i.e. process) under boundary conditions of the shared mental model.

By conducting a three-wave research design, this paper collects 312 questionaries from the Chinese construction industry. The proposed hypotheses were tested by hierarchical regression analysis and structural equation modeling.

The results confirm that team mindfulness exerts a positive effect on team resilience. The positive relationship is mediated by team formalization and team improvisation. In addition, the shared mental model serves as a buffering moderator between team mindfulness and team resilience via team improvisation.

This study suggests managers take appropriate interventions of mindfulness to foster team resilience. Making explicit procedures for risk management and taking improvisational action appropriately are also key processes for addressing crises.

This study enriches the literature on the positive prediction effect of team mindfulness on team resilience. Combining team formalization with team improvisation, this study provides new alternatives for the process variables in the IPO framework. Furthermore, this paper reveals the “dark side” of the shared mental model on the relationship between team mindfulness and team resilience.