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How does being a family business contribute to resilience in a turbulent business environment? We draw on the Sustainable Family Business Theory (SFBT) to highlight the role of family capital (human, social, and financial capital) in the resilience of a sample of family firms. We collected data through semi-structured interviews with managers of four Tunisian family firms after the political revolution between 2011 and 2014, which triggered economic instability and business discontinuities. Organizational agility and resilience consequently became vital. We find that social capital of family firms, which may be composed of local and/or international contacts, contributes the most to firms’ ability to absorb shocks, reallocate existing resources, and internalize practices that allow firms to cope with future disturbances. We also find that financial capital is largely determined by social capital and human capital of …