This chapter challenges the traditional focus on organizational failure and adversity, proposing that resilience is a key concept for understanding how organizations adapt and thrive in the face of challenges. Resilience is defined as the ability to maintain positive adjustment under difficult conditions, involving both the presence of resources and the motivation to achieve competence. It is not a rare or extraordinary trait but rather a process that emerges from ordinary adaptive behaviors and structures that promote growth, restore efficacy, and encourage development. Resilience is dynamic and context-dependent, emerging and changing in response to specific circumstances. Resilience is examined at the individual, group, and organizational levels. At the individual level, resilience is linked to access to resources, mastery experiences, and the ability to learn from mistakes. At the group level, resilience is associated with learning, collective efficacy, and the diversity of group members. At the organizational level, resilience is tied to learning, adaptability, and the ability to reconfigure resources. The chapter argues that resilience offers a more accurate and comprehensive understanding of organizational behavior than traditional theories that focus on threat-rigidity and deterministic processes. It highlights the importance of resilience in countering maladaptive responses and promoting positive adjustment. Resilience is not just about surviving adversity but also about strengthening capabilities for future challenges. The chapter concludes that resilience is a critical concept for positive organizational scholarship, offering insights into how organizations can adapt and thrive in complex and uncertain environments. Future research should focus on understanding the mechanisms of resilience, the factors that contribute to it, and how it can be applied to improve organizational performance and adaptability.This chapter challenges the traditional focus on organizational failure and adversity, proposing that resilience is a key concept for understanding how organizations adapt and thrive in the face of challenges. Resilience is defined as the ability to maintain positive adjustment under difficult conditions, involving both the presence of resources and the motivation to achieve competence. It is not a rare or extraordinary trait but rather a process that emerges from ordinary adaptive behaviors and structures that promote growth, restore efficacy, and encourage development. Resilience is dynamic and context-dependent, emerging and changing in response to specific circumstances. Resilience is examined at the individual, group, and organizational levels. At the individual level, resilience is linked to access to resources, mastery experiences, and the ability to learn from mistakes. At the group level, resilience is associated with learning, collective efficacy, and the diversity of group members. At the organizational level, resilience is tied to learning, adaptability, and the ability to reconfigure resources. The chapter argues that resilience offers a more accurate and comprehensive understanding of organizational behavior than traditional theories that focus on threat-rigidity and deterministic processes. It highlights the importance of resilience in countering maladaptive responses and promoting positive adjustment. Resilience is not just about surviving adversity but also about strengthening capabilities for future challenges. The chapter concludes that resilience is a critical concept for positive organizational scholarship, offering insights into how organizations can adapt and thrive in complex and uncertain environments. Future research should focus on understanding the mechanisms of resilience, the factors that contribute to it, and how it can be applied to improve organizational performance and adaptability.