本研究聚焦於探討非營利組織在面對重大危機時的韌性，選擇智障者家長協會作為案例研究對象，分析其在新冠疫情期間的應對策略與韌性表現。新冠疫情對全球各級組織都帶來了嚴峻挑戰，非營利組織因其獨特的運營模式和資金來源，更容易受到外部環境的影響。本研究旨在透過組織韌性的視角，深入了解非營利組織在疫情期間的應變能力與應對策略，提供對同類型組織的參考。研究主要集中於了解疫情對協會運營的影響，並分析其在應對危機中的策略與措施。經由過往文獻的整理與分析，整理出研究架構與訪談大綱，並透過立意抽樣法，選定智障者家長協會工作人員及公部門人員為訪問對象，同時採半結構式訪談以確保資料收集的一致性和彈性。研究發現，公部門的穩定資金支持和長期合作的業務形式，是協會能夠在疫情期間保持穩定運營的關鍵因素。與公部門的合作也因兩者的理念相似，且疫情期間彼此有彈性調整業務管理的模式，也讓協會有更充足的韌性來應對疫情。此外，協會領導人的變革型領導風格促進了組織內部業務上的創新和靈活性，有效應對了疫情帶來的挑戰。研究還發現，數位化發展在疫情期間加速進行，為偏遠地區的協會提供了新的發展機會。然而，研究也發現，組織過度依賴單一穩定資源，雖然是渡過疫情的重要因素之一，但這樣的特性可能限制組織的自主性和發展，長期來看也可能會損害組織應對災害的韌性。最後，根據研究結果，提出了多樣化資金來源、強化內部管理和推進數位化發展等建議，以提升非營利組織的韌性和可持續發展能力。

This study focuses on exploring the resilience of non-profit organizations in the face of major crises, using the Association of Parents of the Intellectually Disabled as a case study. It analyzes their response strategies and resilience performance during the COVID-19 pandemic. The pandemic has posed severe challenges to organizations at all levels globally, with non-profit organizations being particularly vulnerable due to their unique operating models and funding sources. This study aims to gain an in-depth understanding of the Association of Parents of the Intellectually Disabled's adaptive capacity and response strategies during the pandemic through the lens of organizational resilience, providing insights for similar organizations. The research primarily concentrates on understanding the impact of the pandemic on the operations of the association and analyzing its strategies and measures in response to the crisis. By reviewing and analyzing past literature, a research framework and interview outline were developed. Using purposive sampling, staff members of the Association of Parents of the Intellectually Disabled and public sector personnel were selected as interviewees. Semi-structured interviews were conducted to ensure consistency and flexibility in data collection. The study finds that stable funding support and long-term cooperative business models from public sectors are key factors enabling the association to maintain stable operations during the pandemic. The collaboration with public sectors, due to shared goals and flexible adjustments in business management during the pandemic, has also enhanced the association’s resilience in coping with the crisis. Additionally, the transformational leadership style of the association’s leaders has promoted internal business innovation and flexibility, effectively addressing the challenges brought by the pandemic. The study also discovers that digital development accelerated during the pandemic, providing new opportunities for associations in remote areas. However, the study also identifies that the association's heavy reliance on a single stable resource, although crucial for navigating the pandemic, may limit the association’s autonomy and development. In the long run, this reliance could potentially undermine the association’s resilience in facing future disasters. Based on the research findings, the study proposes suggestions such as diversifying funding sources, strengthening internal management, and advancing digital development to enhance the resilience and sustainable development capabilities of non-profit organizations.

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