<p>Given the diverse missions of nonprofit organizations (NPOs), which result in varied organizational structures that influence governance approaches, this study serves as a crucial first step in examining the organizational dynamics and governance structures of Yemeni NPOs operating in crisis contexts. Specifically, it investigates the relationships between NPO age, board size, board performance, and organizational performance. Additionally, the study introduces organizational scope as a moderating variable to assess how operational focus—single versus multiple domains—shapes governance outcomes. Using a multi-level analytical framework and data from 287 Yemeni NPOs, the study employs regression analysis to test six hypotheses. The results reveal that NPO age positively influences board size, which in turn enhances board performance and overall organizational effectiveness. Organizational scope significantly moderates these relationships, with multi-domain NPOs benefiting more from larger and high-performing boards than single-domain NPOs. These findings remain consistent across robustness tests. The study contributes to nonprofit governance literature by integrating contingency theory and providing empirical evidence from a crisis context. It also offers practical insights for policymakers and practitioners, emphasizing the need for adaptive governance structures to enhance NPO resilience and performance in resource-constrained settings. This research advances understanding of governance dynamics in crisis contexts and highlights the importance of aligning governance structures with organizational scope to optimize outcomes.</p>