The study investigated the organisational resilience (OR) levels of rural non-profit organisations (RNPOs) in the areas of activity or non-activity to adapt under the global uncertainty conditions of the COVID-19 pandemic. To this end, in April/May 2020, the managers of 35 RNPOs located in Poland were queried. The Spearman’s rank correlation coefficient (${\rho }_S$), the coefficient of determination ($R^2)$ and a transformation coefficient (d) were primarily used to verify the hypotheses and interpret the relationships studied. The study revealed four OR descriptive levels—progressive (PR), sustainable (SR), regressive (RR), and downward (DR). The findings also show that the undertaken activities are related to the OR descriptive levels. RNPOs realised one of two adaptations: passive adaptation aimed at returning to the pre-pandemic original state with no changes may lead to a bounce backwards and an uncertain survival, whilst active adaptation leads to a transformation process between OR levels to move forward and thrive in adapting to post-pandemic changes. This study confirmed that building OR requires understanding the ways of transformations among OR levels to undertake activities in strategic areas, i.e., activity scope (AS), cooperation (CO), and finance (FI), to adapt and transform RNPOs’ in an environment of post-pandemic uncertainty.

Entrepreneurship and Sustainability Issues is a peer-reviewed journal which publishes original research papers and case studies

Celem poniższego artykułu była analiza charakteru obowiązków kadry akademickiej uczelni ekonomicznej, a także postaw i oczekiwań pracowników wobec nich. Jest to szczególnie interesujące w kontekście osiągnięć pracowników w poszczególnych obszarach, a także stymulowania ich rozwoju w procesie zarządzania ludźmi na uczelni. Uzyskane wyniki analizy starano się odnieść do rozwiązań w zakresie zarządzania ludźmi stosowanych na uczelni i rozpatrzyć je w kategoriach dopasowania do zgłaszanych potrzeb i problemów. Wyniki te opracowano na podstawie badań prowadzonych przez Katedrę Edukacji i Rozwoju Kadr UEP. Badania prowadzone były wśród kadry akademickiej uczelni, łącznie wzięło w nich udział 235 osób. Badania zrealizowano w roku akademickim 2013/2014.

The aim of this article is to present and analyse the importance of professional management in sports organizations in the context of the results achieved by these organizations. The research presented in this article was based on Fribourg Management Model for Non‑Profit Organizations. The research was conducted among a randomly selected, representative sample of Polish sports organizations, from October to December 2015. A total of 381 organizations were surveyed. The results show that the key role in the results achieved by sports organizations in Poland is played primarily by the resources acquired, especially by the involved board members, the sponsors and the ability to raise financial resources. Professionalization of management is also important for the results achieved by the organization, both in general terms and when looking closer at its individual aspects.

Purpose: This study examines the role of Entrepreneurial Orientation (EO) in Polish non-profit organizations (NPOs), focusing on how EO is implemented within a mission-driven framework, its impact on financial and social performance, and the organizational mechanisms mediating this relationship. Design/methodology/approach: The study adopts a qualitative multiple-case-study approach, analyzing data from ten NPOs operating in the Greater Poland region (Poland). Data collection involved semi-structured interviews, observations, document analysis, and was supported by questionnaire with open-ended questions. Thematic coding was employed to identify patterns in EO adoption and its performance implications. Findings: The findings reveal that EO in NPOs is primarily externally induced, driven by donor expectations, funding environments, and institutional pressures rather than proactive strategic intent. EO exhibits a stronger positive impact on social performance (e.g., mission achievement, stakeholder engagement) than financial performance. Additionally, mission alignment and professionalization emerge as critical mediators, enhancing EO’s effectiveness in achieving social outcomes while mitigating financial instability. Research implications: This study contributes to EO theory by challenging traditional assumptions that EO is an inherent strategic posture. Instead, it conceptualizes EO in NPOs as an adaptive response to external pressures. The findings also extend research on institutional constraints by identifying key organizational mechanisms that shape EO effectiveness in mission-driven contexts. Practical implications: The study highlights the need for NPO managers to integrate EO with mission-driven strategies, strengthen governance and professionalization, and develop hybrid funding models. Policymakers and funders should consider providing more flexible financial support structures to encourage sustainable entrepreneurial initiatives in the non-profit sector. Originality/value: This study provides new insights into EO in NPOs, particularly in a post- transition economy. By differentiating EO’s impact on financial and social performance and identifying organizational mechanisms that enhance EO effectiveness, it advances both theoretical and practical understanding of entrepreneurial behavior in non-profits. Keywords: Entrepreneurial Orientation, Non-Profit Organizations, Social Performance, Financial Performance, Mission Alignment. Category of the paper: research paper.