A growing concern among academics and professionals has placed organizational resilience (OR) at the leading edge of their studies' catalysts because of its peripheral vulnerability to turbulent environments in organizational settings. This research demonstrates the value of competitive advantage and the practices of resilient firms, thereby strengthening organizational resilience in a disruptive environment. Organizational resilience has been established as a process for gaining a competitive edge and enhancing firms' performance in a volatile environment where disruptions, such as epidemics, political turmoil, and economic instability, threaten the sustainability of their operations. Adopting the Dynamic Capability View (DCV), this study investigates proactive (PRO) and reactive (REA) capability configurations in relation to organizational resilience through partial least squares structural equation modeling (PLS-SEM) and fuzzy set qualitative comparative analysis (fsQCA). The study develops the measurement items for organizational resilience to test the proposed hypotheses using PLS-SEM and fsQCA. PLS-SEM finds that flexibility, collaboration, response, and recovery are positive drivers for organizational resilience, whereas fsQCA reveals that flexibility, response, and recovery are sufficient for the same outcome. The combined results indicate that flexibility, responsiveness, and recovery are key conditions for predicting high organizational resilience in a disruptive environment. The combined findings confirm that the measurement items of proactive and reactive performance significantly better align with organizational resilience and meet the "capability" and "resources" suitable criteria of DCV. The combined findings of this research make both theoretical and practical contributions to the foundation of pre-disruptive and post-disruptive resilience.