In an era of intensifying economic uncertainty and increasingly frequent external shocks, maintaining innovation capability, achieving rapid recovery, and even pursuing dynamic transcendence-cultivating innovation resilience—has become a key determinant of sustainable competition and high-quality development for enterprises. At the same time, the synergistic development of digital and green transformation (hereinafter referred to as dual-transformation synergy), which couples and amplifies the effects of digital transformation and green transformation, provides a new strategic pathway for enterprises to cope with uncertainty and enhance innovation resilience. However, existing research mostly explores the independent value of digital or green transformation from a single perspective or focuses on their interaction. Research on the potential value of their synergy remains notably insufficient, with empirical evidence being particularly scarce. In view of this, drawing on the “industry-resource-institution” framework of strategic tripod theory, this paper integrates dual-transformation synergy and enterprise innovation resilience into a unified research framework. Using panel data from Shanghai and Shenzhen A-share listed companies from 2015 to 2024, it systematically examines the impact, mechanisms, and boundary conditions of dual-transformation synergy on enterprise innovation resilience. The research finds that: First, dual-transformation synergy significantly enhances enterprise innovation resilience and exhibits a stronger “multiplier effect” than digital or green transformation alone. This conclusion remains robust after a series of endogeneity and robustness tests. Second, dual-transformation synergy empowers innovation resilience mainly through two mediating pathways: attracting patient capital and enhancing absorptive capacity. Third, industry competition positively strengthens the promoting effect of dual-transformation synergy on innovation resilience, whereas intellectual property protection weakens this positive effect. Fourth, dual-transformation synergy significantly enhances innovation resilience in enterprises with low financing constraints, those pursuing independent innovation, those implementing internationalization strategies, and those in the growth and maturity stages. However, the effect is not significant in enterprises with high financing constraints, those pursuing collaborative innovation, those without internationalization strategies, and those in the decline stage. Compared with existing studies, the marginal contributions of this paper are mainly reflected in three aspects. First, it establishes the theoretical link between dual-transformation synergy and enterprise innovation resilience and confirms the “multiplier effect” advantage of dual-transformation synergy over single transformation pathways, thereby expanding the research boundaries of both fields. Second, based on strategic tripod theory, it identifies two key mediating pathways (patient capital and absorptive capacity) and the moderating roles of industry competition and intellectual property protection, thereby opening the “black box” of how dual-transformation synergy affects enterprise innovation resilience. Third, by testing the heterogeneous effects of dual-transformation synergy across different contexts, it provides practical guidance for enterprises to promote dual-transformation synergy and cultivate innovation resilience according to their specific characteristics. It also offers a reference for governments to optimize market competition environments, improve intellectual property protection systems that balance knowledge flow and innovation incentives, and unlock the dividends of synergistic transformation.