The impact of organisational resilience on construction project success: evidence from large-scale construction in China
Abstract
Environmental uncertainty, social public events and increasing challenges has raised the urgency for the need to improve organisational resilience of construction projects, which is of great significance to the success and governance of construction projects. This study explores the organisational resilience factors that affect the success of construction projects based on a literature review and the actual situation and abstracts them into four explanatory variables: situation monitoring, organisational structure, organisational culture and participants. Through the crisp-set Qualitative Comparative Analysis (csQCA) method, 15 Chinese cases that meet the research conditions are compared and analysed, and two effective conditional configurations obtained. The results show that in the absence of timely monitoring of the changes in the situation, flexible organisational structure, cohesive organisational culture and participation of multiple subjects can promote the success of the construction project. The synergy of multiple participants can make up for the lack of organisational culture to a certain extent. Moreover, public participation and big data applications should be given full attention in the improvement of organisational resilience. This study can provide a basis for construction projects to reasonably match organisational resilience conditions to cope with crisis and challenges.
Keyword : organisational resilience, construction project, situation monitoring, organisational structure, organisational culture, participation, project management
How to Cite
Yang, J., & Cheng, Q. (2020). The impact of organisational resilience on construction project success: evidence from large-scale construction in China. Journal of Civil Engineering and Management, 26(8), 775-788. https://doi.org/10.3846/jcem.2020.13796
This work is licensed under a Creative Commons Attribution 4.0 International License.
References
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Aleksic, A., Stefanovic, M., Arsovski, S., & Tadic, D. (2013). An assessment of organizational resilience potential in SME of process industry, the fuzzy approach. Journal of Loss Prevention in the Process Industries, 26(6), 1238–1245. https://doi.org/10.1016/j.jlp.2013.06.004
Andersson, T., Caker, M., Tengblad, S., & Wickelgren, M. (2019). Building traits for organizational resilience through balancing organizational structures. Scandinavian Journal of Management, 35(1), 36–45. https://doi.org/10.1016/j.scaman.2019.01.001
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Biernacki, R. (1989). The comparative method: Moving beyond qualitative and quantitative strategies. Charles C. Ragin. American Journal of Sociology, 95(3). https://doi.org/10.1086/229365
Bosher, L., Dainty, A., Carrillo, P., Glass, J., & Price, A. (2007). Integrating disaster risk management into construction: a UK perspective. Building Research & Information, 35(2), 163–177. https://doi.org/10.1080/09613210600979848
Brown, C., Seville, E., & Vargo, J. (2017). Measuring the organizational resilience of critical infrastructure providers: A New Zealand case study. International Journal of Critical Infrastructure Protection, 18, 37–49. https://doi.org/10.1016/j.ijcip.2017.05.002
Child, J. (1985). Organization – A guide to problems and practice (2nd ed.). Harper and Row.
Clarke, L. (1993). Drs. Pangloss and Strangelove meet organizational theory: High reliability organizations and nuclear weapons accidents. Sociological Forum, 8(4), 675–689. https://doi.org/10.1007/BF01115218
Comfort, L. K. (1994). Risk and resilience: Inter-organizational learning following the Northridge Earthquake of 17 January 1994. Journal of Contingencies & Crisis Management, 2(3), 157–170. https://doi.org/10.1111/j.1468-5973.1994.tb00038.x
Cook, R. I. (2014). Resilience and resilience engineering in health care. Joint Commission Journal on Quality & Patient Safety, 40(8), 376–383. https://doi.org/10.1016/S1553-7250(14)40049-7
de Kloet, J., Poell, T., Guohua, Z., & Yiu Fai, C. (2019). The platformization of Chinese Society: infrastructure, governance, and practice. Chinese Journal of Communication, 12(3), 249–256. https://doi.org/10.1080/17544750.2019.1644008
Dekker, S., & Hollnagel, E. (2007). Resilience engineering: New firections for measuring and maintaining safety in complex systems. School of Aviation.
Denison, D. R. (1984). Bringing corporate culture to the bottom line. Organizational Dynamics, 13(2), 5–22. https://doi.org/10.1016/0090-2616(84)90015-9
Edirisinghe, R. (2019). Digital skin of the construction site Smart sensor technologies towards the future smart construction site. Engineering Construction and Architectural Management, 26(2), 184–223. https://doi.org/10.1108/ECAM-04-2017-0066
Elwood, A. (2009). Using the disaster crunch/release model in building organisational resilience. Journal of Business Continuity & Emergency Planning, 3(3), 241–247.
Endsley, M. R. (2003). Designing for situation awareness: An approach to user-centered design. CRC Press. https://doi.org/10.1201/9780203485088
Enserink, B., & Koppenjan, J. (2007). Public participation in China: sustainable urbanization and governance. Management of Environmental Quality: An International Journal, 18(4), 459–474. https://doi.org/10.1108/14777830710753848
Erol, O., Sauser, B. J., & Mo, M. (2010). A framework for investigation into extended enterprise resilience. Enterprise Information Systems, 4(2), 111–136. https://doi.org/10.1080/17517570903474304
Fraccascia, L., Giannoccaro, I., & Albino, V. (2018). Resilience of complex systems: State of the art and directions for future research. Complexity, Article ID 3421529. https://doi.org/10.1155/2018/3421529
Gu, X. (2015). Construction and operation of public participation platform in land use planning in China. University of Electronic Science & Technology China Press.
Haigh, R., & Amaratunga, D. (2010). An integrative review of the built environment
Hamel, G., & Välikangas, L. (2003). The quest for resilience. Harvard Business Review, 81(9), 52.
Hatton, T., Seville, E., & Vargo, J. (2012). Asia Pacific Economic Cooperation (APEC) project on the Canterbury Earthquake series and SME resilience. Report 7: Improving the resilience of SMEs: policy and practice in New Zealand. University of Canterbury. http://hdl.handle.net/10092/9490
Hillmann, J. (2020). Disciplines of organizational resilience: contributions, critiques, and future research avenues. Review of Managerial Science. https://doi.org/10.1007/s11846-020-00384-2
Hollnagel, E., Woods, D., & Leveson, N. (Eds). (2006). Resilience engineering: Concepts and precepts. CRC Press.
Huber, G. J., Gomes, J. O., & Carvalho, P. V. (2012). A program to support the construction and evaluation of resilience indicators. Work, 41(Supplement 1), 2810–2816. https://doi.org/10.3233/WOR-2012-0528-2810
Hugelius, K., Becker, J., & Adolfsson, A. (2020). Five challenges when managing mass casualty or disaster situations: a review study. International Journal of Environmental Research and Public Health, 17(9), 3068. https://doi.org/10.3390/ijerph17093068
Jin, Z., & Mostafavi, A. (2014). A system-of-systems framework for performance assessment in complex construction projects. Organization, Technology and Management, 6(3), 1083– 1093. https://doi.org/10.5592/otmcj.2014.3.2
Huarng, K.-H., & Roig-Tierno, N. (2016). Qualitative comparative analysis, crisp and fuzzy sets in knowledge and innovation. Journal of Business Research, 69(11), 5181–5186. https://doi.org/10.1016/j.jbusres.2016.04.109
LaPorte, T. R., & Consolini, P. M. (1991). Working in practice but not in theory: Theoretical challenges of “high-reliability organizations”. Journal of Public Administration Research and Theory, 1(1), 19–48. https://doi.org/10.1093/oxfordjournals.jpart.a037070
Levinthal, D., & Rerup, C. (2006). Crossing an apparent chasm: Bridging mindful and less-mindful perspectives on organizational learning. Organization Science, 17(4), 502–513. https://doi.org/10.1287/orsc.1060.0197
Li, T. H. Y., Ng, S. T., & Skitmore, M. (2013). Evaluating stakeholder satisfaction during public participation in major infrastructure and construction projects: A fuzzy approach. Automation in Construction, 29, 123–135. https://doi.org/10.1016/j.autcon.2012.09.007
Linnenluecke, M. K. (2017). Resilience in business and management research: A review of influential publications and a research agenda. International Journal of Management Reviews, 19(1), 4–30. https://doi.org/10.1111/ijmr.12076
Marx, A., Cambré, B., & Rihoux, B. (2013). Crisp-set qualitative comparative analysis in organizational studies. Research in the Sociology of Organizations, 38, 23–47. https://doi.org/10.1108/S0733-558X(2013)0000038006
Masnavi, M. R., Gharai, F., & Hajibandeh, M. (2019). Exploring urban resilience thinking for its application in urban planning: a review of literature. International Journal of Environmental Science and Technology, 16(1), 567–582. https://doi.org/10.1007/s13762-018-1860-2
Mastrangelo, L. M., Benitez, D. G., & Cruz-Ros, S. (2017). How social entrepreneurs can influence their employees’ commitment. Journal of Promotion Management, 23(3), 437–448. https://doi.org/10.1080/10496491.2017.1294878
Masys, A. J. (2005). A systemic perspective of situation awareness: An analysis of the 2002 mid-air collision over Überlingen, Germany. Disaster Prevention & Management, 14(4), 548–557. https://doi.org/10.1108/09653560510618375
McManus, S., Seville, E., Vargo, J., & Brunsdon, D. (2008). Facilitated process for improving organizational resilience. Natural Hazards Review, 9(2). https://doi.org/10.1061/(ASCE)1527-6988(2008)9:2(81)
Mcmanus, S. T. (2008). Organisational resilience in New Zealand [PhD thesis]. University of Canterbury. https://doi.org/10.26021/1351
Tan, H. C., & Narayan, S. (2019). Adopting big data to forecast success of construction projects: A review. Malaysian Construction Research Journal, 6(1), 132–143.
Olson, E. M., Walker, O. C., & Ruekert, R. W. (1995). Organizing for effective new product development: The moderating role of product innovativeness. Journal of Marketing, 59(1), 48–62. https://doi.org/10.1177/002224299505900105
Omidvar, M., Mazloumi, A., Mohammad Fam, I., & Nirumand, F. (2017). Development of a framework for resilience measurement: Suggestion of fuzzy Resilience Grade (RG) and fuzzy Resilience Early Warning Grade (REWG). Work, 56(3), 463–474. https://doi.org/10.3233/WOR-172512
Patriarca, R., Bergström, J., Di Gravio, G., & Costantino, F. (2018). Resilience engineering: Current status of the research and future challenges. Safety Science, 102, 79–100. https://doi.org/10.1016/j.ssci.2017.10.005
Pellissier, R. (2010). The implementation of resilience engineering to enhance organizational innovation in a complex environment. International Journal of Business and Management, 6(1), 145–164. https://doi.org/10.5539/ijbm.v6n1p145
Penrose, J. M. (2000). The role of perception in crisis planning. Public Relations Review, 26(2), 155–171. https://doi.org/10.1016/S0363-8111(00)00038-2
Ragin, C. C. (1987). The comparative method: Moving beyond qualitative and quantitative strategies. Social Forces, 67(3), 123–129. https://doi.org/10.2307/2579563
Ragin, C. C. (2006). Set relations in social research: Evaluating their consistency and coverage. Political Analysis, 14(3), 291–310. https://doi.org/10.1093/pan/mpj019
Ragin, C. C., Drass, K. A., & Davey, S. (2006). Fuzzy-set/qualitative comparative analysis 2.5. Department of Sociology, University of Arizona.
Rapaport, C., Hornik-Lurie, T., Cohen, O., Lahad, M., Leykin, D., & Aharonson-Daniel, L. (2018). The relationship between community type and community resilience. International Journal of Disaster Risk Reduction, 31, 470–477. https://doi.org/10.1016/j.ijdrr.2018.05.020
Raub, S. (2008). Does bureaucracy kill individual initiative? The impact of structure on organizational citizenship behavior in the hospitality industry. International Journal of Hospitality Management, 27(2), 179–186. https://doi.org/10.1016/j.ijhm.2007.07.018
Sapeciay, Z., Wilkinson, S., & Costello, S. B. (2017). Building organisational resilience for the construction industry New Zealand practitioners’ perspective. International Journal of Disaster Resilience in the Built Environment, 8(1), 98–108. https://doi.org/10.1108/IJDRBE-05-2016-0020
Schein, E. H. (1989). Corporate culture and organizational effectiveness, by D. R. Denison. Human Resource Management, 28(4), 557–561. https://doi.org/10.1002/hrm.3930280408
Schneider, C., Vis, B., & Koivu, K. (2019). Summary: set-analytic approaches, especially Qualitative Comparative Analysis (QCA). American Political Science Association Organized Section for Qualitative and Multi-Method Research, Qualitative Transparency Deliberation (Working Group Final Reports, Report III.4S). SSRN. https://doi.org/10.2139/ssrn.3333483
Seville, E., Brunsdon, D., Dantas, A., Masurier, J. L., Wilkinson, S., & Vargo, J. (2006). Building organisational resilience: A summary of key research findings. University of Canterbury.
Stephenson, A. V. (2010). Benchmarking the resilience of organisations [PhD dissertation]. University of Canterbury. https://doi.org/10.26021/2859
Stone, F. (2010). Deconstructing silos and supporting collaboration. Employment Relations Today, 31(1), 11–18. https://doi.org/10.1002/ert.20001
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