The Impact of Organizational Learning on Organizational Resilience in Construction Projects

Abstract

In an increasingly volatile environment, organizational learning plays a crucial role in helping organizations turn crises into opportunities and enhance organizational resilience. However, the existing research remains unclear on how organizational learning affects the formation of organizational resilience. The aim of this study is to explore the pathways by which organizational learning impacts organizational resilience. An in-depth understanding of the learning within project organizations was initially obtained through field research and interviews. This investigation identified two distinct methods of learning within these organizations: acquisitive learning and experimental learning. A significant impact of managerial cognition on the process of organizational learning was also discovered. Subsequently, building upon the existing literature and research, a cognitive measurement scale for project managers was developed and validated through two iterations of questionnaire collection. Lastly, data pertaining to various variables were gathered via designed questionnaires, and a structural equation model was established to explore the interplay between organizational learning, managerial cognition, and organizational resilience. The findings reveal that organizational learning can enrich the cognition of managers, thereby enhancing the resilience of the organization. Managerial cognition plays a mediating role in the relationship between organizational learning and organizational resilience. In practice, it is recommended that organizations attach importance to the establishment of a learning-oriented organizational culture and foster a habit of proactive learning among their members. They should also strengthen the management of internal knowledge resources and pay attention to the iterative refinement of organizational management norms.