Saudi Arabia's economic diversification and rapid digitalization have increased strategic risks linked to fragmented governance, risk management, and compliance. This integrative review examines how governance, risk, and compliance (GRC) can be structured as an organizational resilience capability within the Vision 2030 framework, rather than as separate control functions. The review synthesizes peer-reviewed research on enterprise risk management, corporate governance, compliance, digital transformation, cybersecurity, RegTech, and organizational resilience, focusing on evidence relevant to Saudi institutions and technology-intensive sectors. A transparent search and quality-assessment protocol prioritizes literature from 2020 to 2025, while retaining key foundational studies and a recent Saudi empirical anchor. The synthesis shows that resilience develops when governance defines decision rights and risk appetite, risk management translates uncertainty into prioritized action, compliance ensures reliable control behavior, and digital GRC enables timely, shared intelligence. These mechanisms strengthen anticipatory capacity, disruption absorption, adaptive coordination, recovery, and organizational renewal. However, integration may fail if GRC becomes overly centralized, metric-driven, technologically opaque, or disconnected from business ownership. Saudi evidence indicates that governance reform, ESG reporting, foreign investment, cyber governance, and digital transformation create mutually reinforcing pressures for integrated assurance. This paper presents a GRC-to-resilience framework and a four-stage maturity model for Saudi organizations. It concludes that resilience relies more on the integration of GRC into strategy, operations, data architecture, learning routines, and board oversight than on the mere existence of GRC functions. The review identifies research priorities including causal measurement, sector comparisons, AI-enabled GRC, regulatory interoperability, and resilience outcomes.