Institutional resilience refers to the capacity of institutions to deal with adversity. Crises are a major source of adversity. However, we poorly understand the relations between institutional resilience and crises. Through a comparative process tracing across three European countries, I investigate how multistakeholder partnerships in work integration contributed to institutional resilience in response to the economic and the refugee crises. I present these foremost as moral crises, where public, private, and nonprofit actors choose to engage or not engage out of (...) a sense of responsibility. I develop a framework and research propositions on how multistakeholder collaboration may increase institutional resilience when it is affected by moral crises and make three contributions: First, in contrast to the destructive effects of crises often stressed, I identify pull and push factors triggered by moral crises that may galvanize fragmented efforts into joint action. Second, I conceptualize nested contingencies of institutional resilience, by explaining how resilience is affected by interaction between (1) the capacity of existing institutions and the level of adversity produced by crises and (2) institutional precursors that new actor constellations can build on and crises challenge existing institutions directly or indirectly. Third, I conceptualize which type of actor is likely to take the lead, and under which context conditions, when multiple stakeholders engage in increasing institutional resilience. I derive implications on how anticipatory embedded agency can prevent crises and how moral pro-activity may not only benefit institutional resilience, but also the organizations who choose to act. (shrink)