Resilience in organizations has captured much attention from researchers in recent years. Both organizations and their members have become vulnerable to an increasing number of life-threating events such as natural and man-made disasters; overcoming such events demands resilience in organizations. Against this backdrop, with the importance of resilience in organizations increasing as they face a growing frequency of adverse events, I explore the relationship between organizational resilience and organizational culture. Resilience refers to the ability of an entity (individuals, organizations, and societies) to bounce back from shocks. Organizational resilience is built into organizations over a long period of time; it is hence path-dependent and difficult to replicate. It is also latent and intangible, a result of which is that researchers may only be able to recognize it retrospectively, after an organization has weathered and survived difficulties. Resilience at any level of human aggregation is conceptualized as composed of multiple modes: avoidance, absorption, elasticity, learning, and rejuvenation. Organizational culture may be among the antecedents to organizational resilience as researchers have discussed the role it plays in making organizations sustainable and resilient. I discuss possible relationships between the four types of organizational culture, namely, hierarchy, clan, market, and adhocracy, and the multiple modes of resilience.