The underlying study proposes to explore and analyze the capability of non-governmental organizations to sustain, thrive and remain resilient under calamitous conditions by developing strong social capital in terms of structural, cognitive and relational ties as well as systems thinking with regard to enterprise philosophy, while creating a sense of learning within the organization. It also examines how organizational learning, comprehending shared vision; commitment to learning; open-mindedness and knowledge sharing, emerges to strengthen NGOs’ resilience. The current empirical and cross-sectional analysis proposes to use descriptive and correlational approach while securing support from Sense Making Theory for development of resilience of non-profits. The impact of social capital and systems thinking on organizational resilience with mediating role of organizational learning have been tested using Structural Equation Modeling (SEM). The unit of analysis comprises of management level employees employed in non-governmental organizations in one of the developing nations of South Asia. The results reveal that NGOs manage to remain adaptive and resilient during uncertainties and strengthen communities due to robust social capital and enterprise thinking. Correspondingly, organizational learning dynamically mediates the influence of social capital and systems thinking on resilience of non-governmental organizations. The wisdom of systems thinking helps to embrace flexibility as a whole and enables members to organize overall systems of integrated organizational components, thus developing sense of unclear inputs to endorse this sense in systems to make them more ordered and adaptive to change. Social capital suggests to screen and prioritize different environmental stimuli on basis of personal needs and goals, so that NGOs are not overwhelmed by constantly changing circumstances. Organizational learning has been found crucial outcome that intensely develops resilience in non-profit sectors. The significant aspect of the study is to understand the notion of organizational resilience, emerged as an effective response that unifies procedures and supports non-profit organizations to become adaptive, flexible and sustainable systems. Community service establishments, contributing to 3.25% in Pakistan’s GDP, are responsible for reducing the vulnerability of communities from misfortunes. The input of NGOS is under-capacity, undeniably due to inadequacy of knowledge, resources and joint capabilities. During major disruptions, inter-organizational networks and integrated systems approach through enhanced learning within the deliberate structures in the light of Sense Making Theory are deemed as fundamental determinants of strengthening resilience of NGOs. Sustained levels of non-profits’ resilience make them more adaptive and capable of preventing societies and households from exposing to disasters. Organizational resilience as a more pronounced form of crises management, disaster recovery and sustainability is regarded more crucial and effective in making NGOs adaptive to unexpected situations. Developing robust physical, rational and relational bonds provide commendable support for NGOs to gain access to resources and information. Likewise, the philosophy of holism create synergy by compounding efforts of all system’s components. Serving as precursors for community organizations, help to improve knowledge creation, acquisition and sharing within and among the concerned actors. Ultimately becoming adaptive, flexible and sustainable, resilient NGOs provide strong protection to distressed households to thrive during uncertainties.