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This study uses social capital and evolutionary theory to examine organizational resilience in terms of interorganizational networks of disaster-struck organizations following Hurricane Katrina. Approaching post-disaster organizational resilience using social network analysis highlights the way pre-disaster relationships and networking patterns play a vital role in post-disaster rebuilding. Data support the idea of structural inertia, suggesting that disaster is an event that further strengthens pre-existing networks and is not a time when organizations might benefit from forging new networks in seeking support and fueling survival. Implications suggest that the social capital accrued through long-standing partnerships and efficient pre-disaster networking through building communities of practice significantly impact post-disaster resilience.