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Rachel M. Brice, Ph.D., is a 2025 graduate of the Ph.D. Program in Environmental Studies and Sustainability at Antioch University, New England

Dissertation Committee:

  • Elizabeth McCann, PhD, Chairperson
  • Jason Rhoades, PhD, Committee Member
  • Elizabeth Searing, PhD, Committee Member

Keywords

food sovereignty, organizational resilience, structural contingency theory, open systems theory, organizational learning theory, COVID-19, mixed methods, reflexive thematic analysis (RTA), nonprofit management, adaptive capacity, double-loop learning, environmental

Document Type

Dissertation

Publication Date

2025

Abstract

This sequential explanatory mixed methods study explored the organizational resilience of food sovereignty organizations (FSOs) in the northeastern United States during the COVID-19 pandemic. Using a novel “open structural learning approach” that integrates structural contingency theory, open systems theory, and organizational learning theory, this research examined how FSOs’ structural attributes, resource flows, and organizational culture shaped their ability to navigate crisis. The study engaged FSO leaders through surveys (n = 13) and in-depth interviews (n = 7), supplemented by archival data analysis, to explore factors that strengthened or diminished FSO resilience. Findings revealed that FSOs navigated COVID-19 with multiple concurrent crises, maintaining resilience through value-driven decision-making and strong relationships. While larger, older FSOs tended toward increased formalization, leaders balanced bureaucratic efficiency with collaborative culture to maintain their organizational identity and values. FSOs demonstrated adaptive capacity by expanding programming to meet increased community needs while managing emotional impacts on staff. A key learning was FSOs’ ability to make rapid decisions while preserving democratic governance, challenging assumptions that collaborative decision-making impedes crisis response. FSO resilience emerged from the interplay between structural arrangements, resource flows, and organizational culture. The pandemic, while disruptive, also created unexpected opportunities for FSOs to expand community awareness and secure additional funding. Leaders described double-loop learning—questioning fundamental assumptions about organizational structure and nonprofit norms—as essential to maintaining mission alignment. This research contributes to the organizational resilience literature by providing the first known empirical study of FSO resilience while offering practical insights for organizational leaders navigating environmental turbulence. As climate change, political instability, and economic precarity increase, understanding how small, mission-driven organizations maintain resilience becomes increasingly important for supporting sustainable, just food systems. This dissertation is available in open access at AURA (https://aura.antioch.edu) and OhioLINK ETD Center (https://etd.ohiolink.edu).

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ORCID No.: 0009-0000-3610-3210

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