Organizational　resilience　is　an　important　means　of　coping　with　crises.　This　concept　has　received　much　attention　within　both　academia　and　industry.　However,　research　on　the　definition　and　measurement　of　organizational　resilience　is　still　in　the　exploratory　stage.　To　date,　studies　on　organizational　resilience　have　yielded　mixed　conclusions,　which　makes　it　difficult　to　provide　specific　recommendations　for　coping　with　crises.　This　paper　uses　an　exploratory　case　study　approach　to　explore　the　process　of　organizational　resilience　among　six　highly　resilient　companies:　Southwest　Airlines,　Apple,　Microsoft,　Starbucks,　Kyocera,　and　Lego.　We　employed　grounded　theory　to　distill　the　main　characteristics　of　organizational　resilience,　to　explore　and　validate　its　structural　dimensions,　and　to　develop　a　measurement　scale　for　organizational　resilience.　Further,　we　conducted　reliability　and　validity　analysis,　exploratory　factor　analysis,　and　validation　factor　analysis　on　the　526　valid　data　collected.　Results　show　that　organizational　resilience　includes　five　dimensions:　capital　resilience,　strategic　resilience,　cultural　resilience,　relationship　resilience,　and　learning　resilience.　The　measurement　scale　has　good　reliability　and　validity,　which　better　reflects　the　notion　of　organizational　resilience.　This　study　bridges　the　gaps　in　the　existing　literature　on　organizational　resilience　and　its　measurement　scales,　and　provides　a　foundation　for　future　research.