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In an era of "global disorder," scholars have been captivated by the question of why some organizational forms are more resilient to systemic shocks than others and what factors contribute to this heterogeneity. Drawing from organizational resilience theory and the resource-based view, Utilizing insights from organizational resilience theory and the resource-based view, we aim to add new insights to this inquiry by leveraging a unique proprietary database of listed family firms in India. We argue that family ownership and management will positively influence the stability dimension of resilience while family business group affiliated firms will find their agility curtailed and therefore may not be as resilient as the standalone family firms. Using the GLS model, we test our hypothesis against the backdrop of the Covid-19 pandemic. We assess the stability of firms by gauging the severity of various factors, including productivity loss, liquidity, financial stress, social responsibility, profitability, and employee welfare. Our results show that family-owned firms exhibit a greater level of stability in managing liquidity and coping with financial stress compared to non-family firms. Additionally, our research reveals that family-managed enterprises also experience a reduced severity in terms of expenditure on employee welfare. On the other hand, business group affiliated firms face adverse effects on their stability. Our findings enrich the understanding of resilience in diverse organizational forms and variability in responses to a crisis within family firms. [ABSTRACT FROM AUTHOR]