This study aims to determine how the application of Learning Organization (LO), Dynamic Capability (DC), Knowledge Creation, Adaptive Resilience (AR) and Innovation Capacity (IC) in an organization with a post-disaster and post-conflict background. This study uses an explanatory qualitative approach with embedded multiple case studies. The cases used were the Sukma Bangsa Foundation in Aceh and the Sukma Bangsa School in Pidie, Bireun and Lhokseumawe. Collecting data using in-depth interviews, focus group discussions (FGD) and distributing questions through google form. The total key informants are 15 people. The analysis in this study uses explanation building using Nvivo software with visual display cluster analysis using word similarity and coding similarity. The result of this research is that in post-disaster and post-conflict areas, LO cannot stand alone. LO is used as a philosophical foundation that requires the presence of DC, Knowledge Creation, AR and IC that interact in a circular manner. This study also found a transformation of organizational management through four stages, namely the initiation and outsourcing stage, the development and self-management stage, the modeling stage and the maturation stage. Another finding is that there are two new factors found in post-disaster and post-conflict areas, namely Spiritual Belief and Funding Commitment which allow the interaction of LO, DC, Knowledge Creation, AR and Innovation Capacity to survive and be sustainable. Keywords: Learning Organization, Dynamic Capability, Knowledge Creation, Adaptive Resilience, Innovation Capacity