Abstract: Purpose/Significance Crisis is everywhere. Organizational resilience is an important means for organizations to cope with crisis and turn it into safety. Its importance is getting more and more attention from academia and industry, but the research on the structure of organizational resilience and its mechanism of action in the Chinese context is still insufficient. Design/Methodology Based on the problem-oriented and theoretical sampling principles, this study uses the procedural rooted theory, and selects the organizational behavior of six enterprises in crisis situations as the research object to investigate the structure and mechanism of organizational resilience. Conclusions/Findings It is found that organizational resilience includes five dimensions: organizational cognitive adjustment, organizational leadership, organizational response, organizational resourcefulness, and self-renewal ability; organizational strategy includes relationship strategy, market strategy, and financial strategy; organizational growth includes market share growth, profit growth, employee growth, sales growth and overall competitiveness growth; organizational resilience can help organizations adopt appropriate organizational strategies to better cope with crises and enable them to grow and develop. On this basis, the theoretical framework of “Crisis—Organizational Resilience—Organizational Strategy—Organizational Growth” is constructed, and effective countermeasures to improve organizational resilience are proposed from the levels of stimulating measures for organizational resilience, building learning organizations, and realizing digital empowerment, which provide theoretical and practical guidelines for subsequent organizational resilience research, and realizing digital empowerment, which provide theoretical and practical guidelines for subsequent organizational resilience research.