工程项目组织韧性量表开发与验证

In recent years, the development of the construction industry has been under pressure due to the general environment ofeconomic downturn, policy regulation and transformation and upgrading, and at the same time, it is prone to threats to the survivaland development of project organisations. Organisational resilience can help measure the level of organisational response toperturbations, adverse impacts and crisis events, but most of the existing measurement scales are targeted at general businessorganisations, and lack applicability and relevance for engineering project organisations. Therefore, in order to better measure theability of project organisations to cope with crises within the engineering and construction industry, this paper designs a set oforganisational resilience scales that meets the characteristics of the Chinese construction industry and engineering projects. Throughliterature combing and field research, the study pays attention to the crisis events and shocks faced by engineering projectorganisations, and at the same time combines the long-term level of organisational resilience, selects three dimensions of people,supply chain and business system that suit the characteristics of the project to evaluate the organisational resilience of the constructionproject and develops the question items of each dimension from the perspectives of awareness, behaviours and contextualisedcompetence respectively. The study was conducted in accordance with the normative procedures for scale development andvalidation, and the scale was initially developed with 17 items, and three items were screened out after exploratory and validationfactor analyses, resulting in a three-dimensional, 14-item scale that has been shown to have good reliability and validity. This scaledeveloped by the study can provide the following lessons for the management and development of engineering project organisations:firstly, the scale enriches the measurement research of engineering project organisational resilience, and can be used as a good andsimple measurement worker of construction project organisational resilience in the Chinese scenario; secondly, more resilientindividuals and organisations should be created in the construction practice, so as to equip them with an agile sense of crisis, adequatesolutions and disposal capabilities; Thirdly, project organisations need to establish long-term cooperation and mutually beneficialrelationships with suppliers to ensure that they receive a reliable and continuous supply of resources, which is conducive to thecommon difficulties in the crisis; finally, excellent management is an important reflection of resilience capabilities, and leaders areable to lead their team members in a comprehensive and coordinated management and control of the organisation’s various objectivesis significant for resilience enhancement. In the future, the study can explore the resilience characteristics of construction projectorganisations through larger samples, more perspectives and more methods, further improve the scale of resilience of constructionproject organisations in line with China’s local conditions, and provide more effective management insights and organisationalresilience enhancement strategies for enterprises and project managers.