Non-profit organizations (NPOs) occupy a crucial place in society. This article studies the determinants of their managerial adaptations in relation to societal orientation, such as a focus on partners, an adaptation of relationships with volunteers, preventing neglect of the beneficiaries and members, and finally a redesign of internal organization. The survey of French NPOs 1 year after Covid-19 shows that boards have often lost their collective effectiveness and that the four adaptations associated with societal orientation were specifically explained by the access to key resources. The results demonstrate the importance of human resource dependency management and inform the decision-making process during the crisis. The contributions focus on the determinants of societal orientation, on the necessary individual and collective mobilization of human resources in non-profit governance and on the importance of a complex and paradoxical approach to decision-making. The original theoretical approach (the stakeholder resource-based theory) also offers perspectives for NPOs, in times of crisis but also in more stable circumstances.

非营利组织（NPO）在社会中占有重要地位。本文研究了与社会导向相关的管理调整的决定因素，例如关注合作伙伴、调整与志愿者的关系、防止忽视受益人和成员，以及最后重新设计内部组织。Covid-19 一年后对法国非营利组织的调查显示，董事会经常失去集体效力，并且与社会导向相关的四种适应具体是通过获取关键资源来解释的。结果证明了人力资源依赖管理的重要性，并为危机期间的决策过程提供了信息。这些贡献集中于社会导向的决定因素、非营利治理中必要的个人和集体人力资源动员以及复杂而矛盾的决策方法的重要性。最初的理论方法（基于利益相关者资源的理论）也为非营利组织提供了在危机时期和更稳定的情况下的视角。