This article aims to propose a framework for analyzing critical knowledge related to organizational resilience capabilities. For this, the framework was verified through its application through a case study in a technology-based company. It is an applied research, of qualitative approach that uses the Design Science Research for its development, whose stages are: (I) problem identification and motivation; (II) definition of the objectives of the solution; (III) projection and development of the framework; (IV) framework demonstration; (V) framework evaluation; (VI) framework communication (Peffers et al., 2008). This paper presents the integration between two conceptual bases, knowledge management (Spender, 1996; Alavi & Leidner, 2001; Ermine, Boughzala & Tounkara, 2006) and organizational resilience (Hollnagel, 2010; Van der Vorm et al., 2011; Hollnagel & Woods, 2006; Rigaud et al., 2013), presenting a framework for analyzing and characterizing critical knowledge in the perceptive of organizational resilience. The framework presented in this work has been tested and applied in technology-based companies whose complex socio-technical context is characterized as environments of a dynamic and turbulent nature. By analyzing their knowledge-intensive processes, it was possible to infer analyzes based on criticality factors, such as technical content, importance, difficulty of acquisition and transference and scarcity, minimizing possible risks to knowledge and making them visible. In this way, the application of the framework enables the identification and analysis of critical knowledge in its value creation process, reducing the risks of losing essential competencies and avoiding the reinvention of know-how of its employees. These critical knowledge identification actions are strategic for the development of the organization and are supported by the analysis of their resilience capabilities and the respective critical knowledge associated with them. The perspective of this framework points out knowledge management strategies for greater capacity of action and adequate reaction to the risks related to knowledge in turbulent environments for the organizations of this study, and can be expanded to other contexts.