<p>Startups operate in volatile and uncertain environments, where resilience is critical for survival and long-term success. Yet, research on startup resilience remains fragmented across disciplines and often examines isolated mechanisms. This paper develops an integrative framework that conceptualizes startup resilience by combining insights from psychology, organizational behaviour, and strategic management. To do so, we conducted a systematic literature review (SLR) designed to provide a rigorous, transparent, and reproducible synthesis of prior research. The final sample comprises 63 peer-reviewed journal articles. Our synthesis identifies three interdependent mechanism domains of startup resilience: (1) psychological and individual resilience, capturing founders’ and entrepreneurial team members’ capacities for adaptability, perseverance, stress management, and sensemaking; (2) organizational and strategic resilience, reflecting venture-level routines and capabilities such as validation-driven learning, agile decision-making, business model adaptation, and stakeholder engagement; and (3) financial and resource resilience, encompassing liquidity and runway management, access to capital, cost discipline, and the mobilization and orchestration of complementary resources through partnerships, institutional support, and technology-enabled efficiency. By integrating these domains and clarifying their cross-level interdependencies, the paper advances a more coherent understanding of how resilience is built and enacted in new ventures. The findings offer actionable implications for entrepreneurs, investors, and policymakers and outline a research agenda for future empirical studies on the interactions among resilience mechanisms across venture stages and contexts.</p>