This study explores resilience as an empirical phenomenon from the interactive perspective of Industrial Marketing and Purchasing (IMP) in order to understand how firms build and manage interdependencies within their business environment to become and remain resilient in the face of turbulent change. The paper reviews managerial literature on resilience and relates it to IMP's basic tenets of firm interaction and resource interdependence within the contexts of business networks and business environment, as well as the concept of social capital. This analytical framework is used to analyse selected vignettes from an in-depth case study of a firm and its business network operating in a turbulent industrial market under chronically uncertain institutional conditions in Russia. This paper presents a context-bound model of firm resilience, explaining how it is achieved in a business network situated in a particularly turbulent business environment, specifically highlighting the role of social capital in accessing resources. The paper contributes to the conceptual base of IMP with a context-sensitive interpretation of resilience, while also nuancing the views of IMP on the function of business networks and the nature of resource interdependencies, as well as problematising the network logic that may encourage the development of resilience through shady means. •The means of achieving resilience are context dependent.•Resilience may be the main function of business networks.•Social capital may act as an alternative investment pattern for resilience.•Network logic may encourage shady means to achieve resilience.