Supporting entrepreneurship has become an explicit priority during a crisis. The challenge, however, is to understand why and how some entrepreneurial support initiatives can be more successful than others at responding to emerging business development challenges in such context. In this paper, we blend organizational sponsorship and resilience theories to explore the adaptive behaviors of entrepreneurial support organizations—intermediaries that manage and monitor the development of new ventures—during a crisis. We show that the resilience of both local businesses and that of the broader ecosystem can be reinforced through ensuring a dynamic “fit” between entrepreneurial support activities and evolving needs and priorities. Our analysis is grounded in observations, interviews, discussions, and archived data gathered during an in-depth case study investigating the impact of the Lebanese crisis on the state of the country’s entrepreneurial ecosystem. We discuss the implications of this research on theories and practice of resilience and entrepreneurship in times of crisis.