How social capital influences organizational resilience in construction projects from the perspective of contractors

Purpose This study examines the impact of contractors' internal and external social capital on organizational resilience in the project context and explores the mediating role of dynamic capabilities. Design/methodology/approach A structural equation model based on social capital theory and dynamic capabilities theory was established. Data from 259 project managers of construction companies were analyzed using Mplus 8.3. Findings The study finds that internal social capital enhances resilience through learning and integration capabilities, while external social capital strengthens resilience by improving sensing and learning capabilities. Practical implications Helping contractors optimize the allocation of internal and external social capital aids project managers in optimizing collaboration and resource integration. Originality/value This study offers a novel theoretical integration of social capital theory and dynamic capabilities theory from construction contractors' perspective. It distinguishes internal and external social capital and uncovers their different mechanisms in fostering organizational resilience under uncertainty. By clarifying the mediating roles of sensing, learning and integration capabilities, it reveals how social capital enhances organizational resilience through dynamic capabilities. This enriches the application of social capital theory in construction and refines the understanding of dynamic capabilities by embedding them within network-based resource structures. The findings offer insights for resilience-oriented project management.