<![CDATA[Student institutions occupy a distinctive position among organizations because their officers serve on a voluntary basis, bound only by constitutional duty and personal commitment rather than employment contracts or material compensation. This voluntary character makes their resilience amid institutional disruption a compelling subject of inquiry, particularly during the campus activity restriction policy imposed in response to the COVID-19 pandemic, when officers retained full freedom to withdraw yet chose to sustain their activities. This study aims to analyze the pattern of social exchange, encompassing reward, cost, and profit, that underlies this resilience among student institution officers at the Faculty of Social Sciences, Universitas Negeri Makassar. A descriptive qualitative approach was employed, with data collected through participatory observation, unstructured interviews, and documentation involving ten purposively selected informants holding leadership and executive positions during the 2019/2020 to 2020/2021 term, analyzed using the interactive model of data reduction, data display, and conclusion drawing. The findings show that officers' decisions to persist were driven by predominantly intrinsic and symbolic rewards, such as learning, leadership development, and moral fulfillment, which outweighed layered costs ranging from time and finances to health risk, producing a profit in the form of preserved organizational legitimacy and strengthened solidarity. These findings shift the study of organizational resilience from the individual to the organizational level and suggest that continuity strategies during a crisis should prioritize strengthening intrinsic reward and institutional support.]]>
