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Research on organizational crises has so far focused on prevention and on management, highlighting how businesses could absorb jolts and show resilience. More recently, a few studies have been devoted to post-crisis learning. In this article, we extend previous work by focusing on the consequences crisis management and learning have on the impact and management of the subsequent environmental jolt. To do so, we conducted a longitudinal retrospective analysis of four cases in the tourism industry, from the inception of the crisis up to the management of the subsequent environment jolt. Our analyses show that an organization can reinforce its resilience following an external crisis through two related processes : 1/positive reinforcement learning at the time of impact absorption, and 2/double loop learning including strategic change to reduce the vulnerability of the organization.