In the context where VUCA is becoming increasingly common for enterprises, it is increasingly important to have the dynamic ability to respond to crises and maintain organizational resilience. This article takes 14 American entity lists as the research object to suppress enterprises in crisis situations, and constructs a dynamic process model of organizational resilience formation in crisis situations and the mechanism of dual innovation on organizational resilience reshaping. Research has found that: (1) the dynamic process of organizational resilience reshaping includes three stages: resilience activation, autonomous following, and exploration leading. The mechanism of resilience formation in each stage is composed of “perception recognition → strategic dynamic response → organizational resilience results”, and three core dynamic abilities are summarized: “perception recognition”, “resource uptake”, and “restructuring transformation”; (2) In the context of resource and capability constraints faced by enterprises, the balance and evolution of the relationship between R&D resilience and operational resilience is the endogenous driving force for the dynamic phase of organizational resilience reshaping; (3) The mechanism of dual innovation in reshaping organizational resilience mainly focuses on substitution complementarity, absorption transformation, coupling iteration, which reflects the transformation of external resources into internal innovation efficiency through dual innovation. This study not only enriches the theories of organizational resilience and dual innovation, but also provides theoretical references for enterprises to achieve resilient governance.