This study examines the relationships between Total Quality Management (TQM), Innovation, Organizational Performance, and Organizational Resilience in Pakistan’s IT sector. Using Partial Least Squares Structural Equation Modeling (PLS-SEM), data was collected from 100 IT professionals to assess the impact of TQM and Innovation on Performance, the role of Resilience as a moderator, and the mediating effect of Performance on Resilience. The results reveal that TQM negatively impacts Performance (β=−0.200,p=0.021\beta = -0.200, p = 0.021β=−0.200,p=0.021), indicating that rigid quality management structures hinder agility. Innovation does not significantly impact Performance (β=0.137,p=0.059\beta = 0.137, p = 0.059β=0.137,p=0.059), suggesting that innovation must be strategically executed to drive results. A strong positive relationship between Performance and Resilience was found (β=0.323,p<0.001\beta = 0.323, p < 0.001β=0.323,p<0.001), reinforcing the idea that high-performing organizations are better equipped to handle disruptions. Additionally, Resilience moderates the negative impact of TQM on Performance (β=0.116,p=0.042\beta = 0.116, p = 0.042β=0.116,p=0.042), emphasizing the need for adaptive resilience strategies. This study contributes to quality management, innovation execution, and resilience-building theories, offering practical recommendations for IT firms to enhance flexibility and long-term sustainability.