Against the backdrop of escalating global risks and the modernization of higher education governance, resilience governance in university communities has emerged as a critical issue for addressing public emergencies. Drawing on Complex Adaptive System (CAS) theory, this study constructs a dynamic analytical framework for resilience governance in university one-stop communities. Through case studies of representative Chinese universities, it identifies practical bottlenecks in functional resilience (e.g., insufficient facility redundancy), managerial resilience (e.g., low coordination efficiency), and social resilience (e.g., weak participatory mechanisms). The research reveals that resilience generation in university communities relies on multi-agent self-organization, adaptive learning, and nonlinear feedback mechanisms. A “three-dimensional synergy” pathway is proposed: strengthening functional resilience through smart infrastructure, optimizing managerial resilience via collaborative networks spanning “university-college-community-dormitory” hierarchies, and cultivating social resilience through cultural immersion and participatory governance. The innovation lies in introducing CAS theory to university governance, proposing a dynamic adaptation model that offers a systematic solution with theoretical depth and practical relevance for addressing uncertainties.