Small and Medium Enterprises (SMEs) are highly vulnerable in times of crisis and are affected by various financial and human risks (Vargo & Servilha, 2011). One strategy for adapting and responding proactively is to develop the potential for organizational resilience. This can be understood by four capacities: to anticipate, to respond, to monitor and to learn (Hollnagel, 2010). These can be developed through the strategic management of the knowledge resource using the practices of Knowledge Management (KM). In turn, these, can be grouped according to the knowledge creation spiral of Nonaka, Takeuchi and Umemoto (1996), in actions aimed at externalization, socialization, combination and internalization. The literature addresses some KM practices related to resilience in a segmented way, such as the work of Chalfant and Comfort (2015) and Patil and Kant (2016). In this way, this study identified knowledge management practices to improve/boost resilience capabilities in the organizational environment. The application of phase 4 of the framework developed by Fraga, Varvakis and Sell (2018) was used as a base in a small business in the information technology industry to identify practices related to resilience capabilities. Data were collected through semi-structured interviews, and knowledge management practices related to each resilience capacity were indicated. The application of the framework allowed the connection of knowledge management practices identified through the processes of socialization, externalization, combination and internalization, making possible the understanding of the critical aspects of the resilience potential, reducing the risks of loss of knowledge and avoiding the reinvention of know-how of employees in SMEs. It is worth noting that the use of knowledge spiral lenses to look at each resilience capacity facilitated the grouping of KM practices. It is suggested that KM techniques and tools be identified and instituted according to organizational strategies. Thus, in this study, the Nonaka and Takeuchi (1997) spiral presented an adherence to resilience capacities and their characteristics found in SMEs. This contribution is relevant, since many studies mention the importance of KM for resilience, and this research allowed the proposal of specific practices to improve the potential for resilience in this particular context.