Organization resilience has two dimensions – planned and adaptive (Lee, Vargo & Seville, 2013). Planned resilience occurs pre-disaster, whereas adaptive resilience typically emerges post-disaster and requires leadership, external linkages, internal collaboration, an ability to learn from past experiences, and staff well-being (Nilikant et al., 2014). While previous studies suggest post-disaster recovery strategies have an impact on business performance (Corey & Deitch, 2011), the influence of organizational resilience on business performance has not been examined among tourism firms. Specifically, post-disaster financial performance is influenced by many factors, including the extent of pre-disaster planning, firm size, and sector of operation (Kachali et al., 2012; Nakanishi, Black, & Matsuo, 2014). Also, subjective measures of business performance are highly correlated with objective measures (Vij & Bedi, 2016). Hence, this research investigates: what is the relationship between planned and adaptive resilience and financial performance of tourism firms? Does firm size and sector of operation influence this relationship?