Why do some organizations hold together under severe pressure while structurally comparable ones do not? This paper addresses that question by developing and testing an integrated five-dimension resilience framework, strategic, operational, technological, cultural, and regulatory, against cross-industry survey data and three organizational case studies. Survey data were collected from 365 managers and executives across finance, manufacturing, technology, and healthcare between 2023 and 2025, and analysed using SPSS and Structural Equation Modeling. The cases, Maersk (cyber resilience), Toyota (supply chain resilience), and Cisco (digital transformation resilience), were selected for their documented disruptions and verifiable recoveries. Survey results place strategic resilience first in organizational priority, with technology second and regulatory resilience last except in financial services. SEM confirms that technological resilience partially mediates the relationship between strategic planning and performance, while cultural resilience functions primarily as a moderator. In practice, the framework works best as a diagnostic tool: it identifies which dimension is currently the binding constraint on performance.