Drawing upon the resource dependency and social network perspectives, this article investigates the structure and composition of inter-organizational networks that 27 arts and culture organizations from the Detroit Metropolitan Area relied on during and after the Great Recession. An analysis of the ego networks of these cultural organizations shows that their ability to withstand stress is unrelated to their network structure and composition. Strategic forms of network configurations, however, appear to be more common among larger and older organizations, thus affirming a powerful role of capacity and reputation for the formation of organizational social capital.