Faced with disturbances, such as the COVID-19 pandemic, organizations seek for ways to better anticipate, cope with, and adapt to them. Their aim is to emerge even more productively from the crisis external threats bring about - namely to stay resilient. This paper takes a capability approach to organizational resilience, focusing on the learning and unlearning capabilities. Using a quantitative survey research design, first, propositions from theory stating that learning has a positive effect on organizational resilience were empirically tested. Second, based on those insights, the role of unlearning - a concept that lately has received increased attention and may be beneficial for effective organizational learning - as a moderator in this relationship was tested. Results show that the learning capability positively affects organizational resilience, particularly the capacity of an organization to adapt to its environment. However, the hypothesis that unlearning moderates this relationship is not supported. This paper advances research on organizational resilience and unlearning by providing much needed empirical quantitative evidence in the context of a current crisis. It is suggested that organizations should enhance their learning capability to proactively develop organizational resilience. Moreover, the process of unlearning may be independent from organizational learning in a crisis context but also conceptually overlap with learning, and has to be further investigated, which provides ground for future research.