Incumbent organizations command considerable resources in a social world, but they are frequently challenged by disruptors with new technologies in dynamic markets. Although theory suggests that some technological resource configurations help incumbents survive, unclear is how and why social resources matter when incumbents reconfigure core capabilities. We clarify which conditions of core capability reconfiguration processes involving sticky social resources, such as the roles of middle managers, organizational identity, and managerial power, explain technology incumbents’ survival. We argue that dynamic disequilibrium clarifies opportunities for firms to renew in rapidly changing environments and highlights threats to those that ignore sociotechnical resource logic when reconfiguring core capabilities.