Fostering Resilience in Project Teams: Adaptive Structuration Perspective

Abstract

While there is burgeoning research on team resilience, resilience in temporary organizations such as project teams to boost project outcomes has yet to be fully scrutinized. Using a capacity-based conceptualization, this study investigates the predictive mechanism of project team resilience from an adaptive structuration perspective and explores the effect of team resilience on project performance. Survey data from 202 members of construction project teams lend empirical evidence to the proposed model. The results suggest that only project social media use and its interplay with professional identity salience contribute to project team resilience, which in turn improves project performance. Particularly, professional identity salience benefits project team resilience when project social media use is high, while this effect is negative when project social media use is low. These findings add to the burgeoning literature on project team resilience from a systemic and contingent lens, as well as providing informative insights for managing team resilience in engineering project practice.