The roles of partnering and boundary activities on project resilience under disruptions
Abstract
Construction projects inevitably encounter adversities that threaten their functionality and performance. Understanding the enhancement of project resilience, especially in extreme situations like the COVID-19 pandemic, is crucial. This study introduces a theoretical model to explore how partnering and boundary activities among project stakeholders influence project resilience, and in turn, impact project performance. Based on data gathered from a questionnaire survey involving 172 construction projects in China, the results indicate that project resilience directly and positively affects project performance during the COVID-19 pandemic. Partnering and boundary activities emerge as primary determinants of project resilience. They not only directly impact project resilience and performance, but their impact on project resilience also indirectly influences project performance. The findings offer valuable theoretical and practical insights into the improvement of project resilience through effective boundary activities and partnering.
Keyword : resilience, boundary activity, partnering, crisis management
How to Cite
Shen, W., Lim, H. W., & Fang, D. (2024). The roles of partnering and boundary activities on project resilience under disruptions. Journal of Civil Engineering and Management, 30(5), 391–403. https://doi.org/10.3846/jcem.2024.21354
This work is licensed under a Creative Commons Attribution 4.0 International License.
References
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Hair, J., Black, W., Babin, B., & Anderson, R. (2010). Multivariate data analysis (7th ed.). Prentice-Hall, Inc.
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Hoyle, R. H., & Kenny, D. A. (1999). Statistical power and tests of mediation. In R. H. Hoyle (Ed.), Statistical strategies for small sample research. Sage.
Hu, L., & Bentler, P. M. (1999). Cutoff criteria for fit indexes in covariance structure analysis: Conventional criteria versus new alternatives. Structural Equation Modeling, 6, 1–55. https://doi.org/10.1080/10705519909540118
Jesiek, B. K., Mazzurco, A., Buswell, N. T., & Thompson, J. D. (2018). Boundary spanning and engineering: A qualitative systematic review. Journal of Engineering Education, 107(3), 380–413. https://doi.org/10.1002/jee.20219
Jöreskog, K. G., & Sörbom, D. (1996). LISREL 8 user’s reference guide. Scientific Software, Chicago, USA.
Kahn, W. A., Barton, M. A., Fisher, C. M., Heaphy, E. D., Reid, E. M., & Rouse, E. D. (2016). The geography of strain: Organizational resilience as a function of intergroup relations the geography of strain. Academy of Management Review, 43(3), 509–529. https://doi.org/10.5465/amr.2016.0004
Klein, R. J., Nicholls, R. J., & Thomalla, F. (2003). Resilience to natural hazards: How useful is this concept?. Global Environmental Change Part B: Environmental Hazards, 5(1), 35–45. https://doi.org/10.1016/j.hazards.2004.02.001
Kline, T. J. B. (2005). Psychological testing: A practical approach to design and evaluation. Sage Publications. https://doi.org/10.4135/9781483385693
Kutsch, E., Hall, M., & Turner, N. (2015). Project resilience: The art of noticing, interpreting, preparing, containing and recovering. Ashgate Publishing. https://doi.org/10.4324/9781315602455
Li, Y., & Ji, W. (2021). Robustness of stakeholder response networks for infrastructure system protection. Journal of Management in Engineering, 37(6), Article 04021063. https://doi.org/10.1061/(asce)me.1943-5479.0000960
Lim, H. W., Zhang, F., Fang, D., Peña-Mora, F., & Liao, P.-C. (2021). Corporate social responsibility on disaster resilience issues by international contractors. Journal of Management in Engineering, 37(1), Article 04020089. https://doi.org/10.1061/(asce)me.1943-5479.0000861
Linkov, I., & Trump, B. (2019). The science and practice of resilience. Springer International Publishing. https://doi.org/10.1145/3242587.3242669
Linnenluecke, M. K. (2015). 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
MacKinnon, D. P., Lockwood, C. M., & Williams, J. (2004). Confidence limits for the indirect effect: Distribution of the product and resampling methods. Multivariate Behavioral Research, 39(1), 99–128. https://doi.org/10.1207/s15327906mbr3901_4
Madni, A., & Jackson, S. (2009). Towards a conceptual framework for resilience engineering. IEEE Systems Journal, 3(2), 181–191. https://doi.org/10.1109/JSYST.2009.2017397
Marrone, J. A. (2010). Team boundary spanning: A multilevel review of past research and proposals for the future. Journal of Management, 36(4), 911–940. https://doi.org/10.1177/0149206309353945
Marrone, J. A., Tesluk, P. E., & Carson, J. B. (2007). A multilevel investigation of antecedents and consequences of team member boundary-spanning behavior. Academy of Management Journal, 50(6), 1423–1439. https://doi.org/10.5465/AMJ.2007.28225967
Naderpajouh, N., Matinheikki, J., Keeys, L., Aldrich, D., & Linkov, I. (2020). Call for papers: Resilience in project studies: An interdisciplinary discourse. International Journal of Project Management, 38, 307–309. https://doi.org/10.1016/j.ijproman.2020.06.003
Nowell, B., Steelman, T., Velez, A. L. K., & Yang, Z. (2018). The structure of effective governance of disaster response networks: Insights from the field. The American Review of Public Administration, 48(7), 699-715. https://doi.org/10.1177/0275074017724225
Osipova, E. (2015). Establishing cooperative relationships and joint risk management in construction projects: Agency theory perspective. Journal of Management in Engineering, 31(6), Article 05014026. https://doi.org/10.1061/(ASCE)ME.1943-5479.0000346
O’Toole, T., & Foley, A. (2003). Boundaries and interfaces in marketing. Irish Marketing Review, 16(1), 3–4.
Pavez, I., Hugo, G., Laulie, L., & Gonz, V. A. (2021). Project team resilience: The effect of group potency and interpersonal trust. International Journal of Project Management, 39, 697–708. https://doi.org/10.1016/j.ijproman.2021.06.004
Podsakoff, P. M., MacKenzie, S. B., Lee, J.-Y., & Podsakoff, N. P. (2003). Common method biases in behavioral research: A critical review of the literature and recommended remedies. Journal of Applied Psychology, 88, 879–903. https://doi.org/10.1037/0021-9010.88.5.879
Project Management Institute. (Ed.). (2017). A guide to the project management body of knowledge (6th ed.). Newtown Square, PA.
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