Abstract

The increasingly dynamic macro environment poses significant challenges to the sustainability of programs implemented by Non-Governmental Organizations (NGOs). This study investigates the moderating role of organizational learning (OL) on the relationship between dynamic capability (DC) and organizational sustainability (OS) among NGOs in Nairobi County, Kenya. Grounded in the Resource-Based View and Dynamic Capability Theory, the research addresses the vulnerability of NGOs to shifting funding patterns and socio-economic uncertainty. Using a descriptive survey design, data was collected from a sample of 85 NGOs drawn from a population of 547 through simple random sampling. Structured questionnaires targeted senior management to capture insights on strategic practices. Findings reveal a strong moderating effect of OL on the DC–OS relationship, indicating that NGOs fostering a learning culture and dynamic capabilities—such as needs assessment and resource reconfiguration—are better positioned to achieve sustainable outcomes. These results underscore the importance of integrating learning-driven strategies with capability development to enhance resilience and long-term viability.

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