Organizational resilience is the cornerstone for SRDI (specialized-refinement-differential-innovation) “little giants” to overcome their weaknesses and achieve innovative development in the VUCA era. Digital transformation is a critical strategy for enhancing the organizational resilience of SRDI “little giants”. However, there are few studies on exploring the synergy among digital transformation, firm resources, and capability to enhance the organizational resilience of SRDI “little giants”. Therefore, based on the resource-based view and the dynamic capability theory, this paper first constructs a theoretical model of the antecedent configuration for the organizational resilience driven by digital transformation, which includes seven antecedent conditions in the three aspects of redundant resources, dynamic capability, and digital transformation. Then, it employs 132 SRDI “little giants” as the sample, and establishes a digital transformation index for SRDI “little giants”. After that, by applying the natural language processing method, this paper mines text from the annual reports of the sample, and calculates the level of digital transformation. Finally, by adopting the fsQCA analysis, this paper examines the synergistic influence mechanism of antecedents such as digital transformation of manufacturing processes, digital transformation of business models, low-discretion slack, high-discretion slack, perception ability, adaptability, and innovation ability on organizational resilience. The results indicate that the promotion configuration of organizational resilience driven by coupling and synergizing multiple factors is diverse. Data analysis shows that the antecedent configuration of high organizational resilience driven by digital transformation can be divided into three types: a dual synergy of “comprehensive digital transformation–adaptability”, a dual synergy of “business model digital transformation–innovation ability”, and a triple synergy of “manufacturing process digital transformation–resource–capability”. Digital transformation plays a role in creating, enhancing, and reshaping the antecedent configuration of high organizational resilience in SRDI “little giants”. Meanwhile, there is a certain degree of focus rule in the use of digital transformation to enhance organizational resilience, and the rule is affected by the level of digitalization. The study depicts the synergistic effect of core antecedents on organizational resilience, examines the dual complexity of digital transformation effects and organizational resilience enhancement mechanisms, and more accurately and systematically reveals the antecedents of organizational resilience. The conclusions indicate that SRDI “little giants” should adopt digital transformation tactics that match their own resource base and ability level, so as to maximize the effective synergy of the three factors and improve organizational resilience. Future research can employ the dynamic configuration theory and the dynamic QCA method to explore the impact of digital transformation on the antecedent configuration of organizational resilience at different stages, so as to further uncover the complex and dynamic interaction process between digital transformation and organizational resilience.