This paper examines the influence of decision-making modes on organizational resilience, particularly how these modes affect an organization’s capacity to withstand and recover from shocks. Amidst increasing occurrences of economic and operational shocks, understanding the efficacy of organizational structures in crisis situations is crucial. Using agent-based modeling, this study simulates various decision-making mode to evaluate their performance before and after induced shocks. The findings demonstrate that collaborative and hierarchical decision-making modes generally enable organizations to maintain or exceed pre-shock performance levels, especially in less complex task environments. In contrast, silo-based and sequential modes often hinder recovery in more complex settings.