This study endeavours to investigate the impact of economic contexts on the resilience strategies adopted by family businesses in Italy and Poland. Through a comparative analysis of these two countries' family-owned enterprises, the research aims to elucidate the divergent approaches to achieving organizational resilience amidst varying economic landscapes, thereby uncovering the underlying mechanisms driving resilience in both developed and transitioning economies. Drawing on data collected from 30 Italian and 30 Polish companies, this study examines the similarities and differences in the configurations of past firm performance, organizational unlearning, slack resources, innovation, and environmental dynamism, employing the fsQCA approach. The findings highlight distinct patterns in the factors shaping organizational resilience within each context. In Italian companies, the study reveals that heightened organizational resilience is primarily linked to the ability to discard outdated processes through effective organizational unlearning, alongside the presence of ample slack resources. Conversely, in Polish companies, a multifaceted approach encompassing adaptability to dynamic environments, effective unlearning practices, innovation initiatives, and a history of strong past performance emerges as crucial for fostering resilience.