Real estate is one of the highest expenditures in almost every business. External disruptions, such as the current COVID-19 pandemic, created a significant shift in business operations. This disruption accentuated the importance of resilience as a fundamental operational factor against uncertainties. Corporate real estate (CRE) industries need to be resilient in their processes to respond to the inevitable disruptions and anticipate future opportunities. Nevertheless, in recent years, resilience is becoming a rather broad and ambiguous concept that has been used repeatedly in different contexts. This research was aimed to address and advance resilience in various CRE asset classes to overcome external problems and increase preparedness during uncertainties. This study attempted to re-conceptualise resilience, by exploring the current definitions of resilience. The redefined concept of resilience was then reflected to different asset classes of CRE. A comprehensive literature review was conducted to provide the contextual definition and features of resilience, as well as to assess the value of resilient CRE to an organisation. Subsequently, a resilience framework was composed based on the findings from both theoretical and empirical studies. The framework was then utilised to assess resilience in within-class and across-class analyses. The within-class analysis evaluated the extent of resilient approaches in an asset class, whereas cross-class analysis attempted to explore how resilience can be achieved and optimised in a particular asset class. Furthermore, additional synthesis between theoretical and empirical findings was conducted to further maintain resilience in a longer time span. Here, continuous improvement was identified as a determining factor for the sustenance of resilience. The output of this research provided a theoretical basis for resilient CRE and applicable suggestions to improve and maintain resilience capability in an organisational CRE.