Enhancing organizational resilience of construction enterprises in uncertain environments: a perspective based on dynamic capabilities

Purpose Faced with rising environmental uncertainties, this study investigates how construction enterprises as typical project-based organizations build organizational resilience to overcome the inherent limitations of traditional risk management strategies. Design/methodology/approach An empirical analysis was conducted using 217 valid survey responses collected from professionals in the Chinese construction industry. Hierarchical regression analysis was employed to test the theoretical model and hypotheses. Findings The results demonstrate that financial slack, organic structures and social capital significantly contribute to enhancing organizational resilience. Furthermore, environmental uncertainty negatively moderates the relationship between organizational resilience and business performance, highlighting the dynamic and context-dependent nature of organizational resilience. Originality/value Drawing on the dynamic capabilities theory, this study clarifies that organizational resilience is a situational manifestation of dynamic capabilities in uncertain environments. The study uncovers the influencing mechanism of organizational resilience in construction enterprises, reveals the interaction effect of organizational resilience and environmental uncertainty on business performance, offering theoretical advancements and practical insights for construction enterprises building organizational resilience.