Enterprises have to respond fast to environmental changes and uncertainties, generate strategic choices accordingly and effectively implement strategies faster than competitors, so as to obtain sustainable competitive advantage. This is precisely the essence of resilience. As a method to explore the mechanism of organization-environment interaction, organizational resilience helps enterprises to turn risks into opportunities and take advantage of opportunities against environmental uncertainties. Existing researches provide relatively clear answers to the two key questions of "how to build a resilient organization" and "why to build a resilient organization". However, there is a lack of in-depth and systematic understanding of the link between antecedents and consequences, and thus the black box of the interaction mechanism between enterprises and the environment in uncertain situations waits for further exploration.#br#In response to the above problems, this paper is devoted tostudying the process mechanism of organizational resilience in the context of environmental uncertainty from the process perspective, and constructs a research framework of exposure period: activate resilience—development period: mobilize resilience—recovery period: exert resilience. This research framework starts from identifying the impact of environmental uncertainty. Then it explores the dual-action mechanism of organizational resilience, and finally explains the differences of resilient coping strategies.#br#First of all, the environment is the information source and resource pool of enterprises. When the first sign of uncertainty appear, environmental uncertainty can affect organizational resilience along the two paths of information cognition and resource dependence in the uncertainty exposure period. The former is information-centric,andincomplete, untimely and unclear information will affect the enterprise's acquisition of key information, which in turn affects the comprehensiveness, speed and effectiveness of the enterprise's resilient response. The latter is resource-centric, and the dependence of enterprises on external key tangible and intangible resources will affect the supply adequacy and demand satisfaction, which in turn affect the resource mobilization ability of the enterprise′s resilient response. Second, when the impact of uncertainty spreads, enterprises can mobilize resilience through the detection mechanism and the buffer mechanism to reduce information ambiguity and break through resource bottlenecks in the uncertainty development period. The detection mechanism helps enterprises analyze the information of the real world to understand the current complex situation, and its role is to build the cognitive foundation of organizational resilience from individual, organizational and environmental factors. The buffer mechanism helps enterprises to allocate and reorganize internal and external resources to create a resource buffer pool to reduce the impact of disturbance and alleviate the dilemma of resource acquisition at this stage. Finally, when the uncertainty development trend becomes traceable, the coping strategies of organizational resilience in the uncertainty recovery period include adaptation, renewal and breakthrough. The adaptation strategy focuses on expanding the original core expertise businesses, and is committed to excellence in order to survive the disturbance. The renewal strategy focuses on exploring new value growth businesses, and is committed to innovating in order to thrive in an ambiguous future. The breakthrough strategy emphasizes that enterprises should become masters of dual business model against environmental uncertainty, and devote themselves to pursuing sustainable competitive advantages.#br#In summary, this paper attempts to open the black box of the interaction between organizational resilience and environmental uncertainty. Theoretically, it constructs a research framework of exposure period—development period—recovery period. In addition, focusing on the two main lines of information and resources, enterprises can identify the paths through which environmental uncertainty affects organizational resilience, and further improve relevant research results in the context of organizational resilience. Furthermore, on the basis of understanding the impact of environmental uncertainty, this paper deconstructs how the multi-level elements of individuals, organizations, and environments contribute to the construction of a cognitive-resource dual resilience foundation, so as to activate the detection mechanism and the buffer mechanism, and further promotes the exploration of organizational resilience action dimensions. In practice, the clarity of information orientation and resource orientation provide enterprises with ideas and countermeasures to recognize and deal with the impact of environmental uncertainty. Moreover, enterprises can choose coping strategies based on the external environment and their own endowments,andthus this study provides knowledge support for practitioners to cultivate and develop organizational resilience, which is of great practical significance for coping with the negative economic impacts of COVID-19.#br#
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