This study investigates whether organizations rebound to their pre-adversity state after crisis subsides or advance to a more desirable state by analysing the link between organizational resilience and social innovation. Using a qualitative case study of 25 social purpose organizations (SPOs) during the Covid-19 crisis, the research reveals that all SPOs pursued social innovation to achieve dual objectives: internal financial stability and beneficiary protection. Key transformations included product/service diversification, market expansion, digitalization, functional efficiency, resource optimisation, capability building, and operational model changes. These changes occurred both during and after the crisis that prepared SPOs and their beneficiaries to handle future crises. The findings demonstrate that SPOs bounced forward by leveraging transformation and learning rather than merely returning to their previous state. This paper advances the concept of transilience within organizational resilience literature. It also contributes to social innovation literature by highlighting the role of social innovation in achieving organizational level resilience in case of SPOs.
