| The construction industry is the pillar industry of China’s national economy,but the sloppy management style has produced large amount of waste.The core idea of Lean Construction(LC),an innovative management approach to promote the transformation and upgrading of the construction industry,is to reduce waste in the implementation of construction projects and increase project value.However,with the practice of LC in China’s construction projects also reflects some new problems,such as poor sustainability of lean management and organizational vulnerability caused by too much lean,and one of the key factors leading to these problems is the LC capability of project organizations.At the same time,given the characteristics of construction projects such as dynamic,scattered and complex,they are more vulnerable to uncertain events such as new crown epidemics and natural disasters,so project organizations also need to enhance their resilience to deal with various crisis events in LC practice.Based on the above,this dissertation investigates the mechanism of LC capability on project performance from the perspective of organizational resilience.To this end,this paper firstly divides project LC capability into LC adoption capability,LC implementation capability,and LC maintenance capability based on LC theory,capability lifecycle theory,and dynamic capability theory,and divides organizational resilience into organizational readiness capability and organizational adaptation capability.Second,organizational resilience is introduced as a mediating variable to construct a hypothetical model of project LC capability and project performance.The construction project LC capability--organizational resilience--project performance measurement scale is developed,and the proposed hypothetical model is empirically analyzed based on the method of PLS structural equation modeling to investigate the mechanism of the effect of construction project LC capability on project performance and the mediating role of organizational resilience.Finally,a multi-agent simulation model between variables is constructed based on the NetLogo platform to explore the role of dynamic changes in project LC capability and organizational resilience on project performance.The main conclusions drawn in this paper are as follows.(1)Defined project LC capability based on capability lifecycle theoryThis dissertation defines project LC capability based on the capability lifecycle theory,divides project LC capability into project LC adoption capability,project LC implementation capability,and project LC maintenance capability,and develops a corresponding project LC capability measurement scale.This paper considers project LC adoption capability as the organization’s resource acquisition capability,i.e.,the organization’s ability to effectively acquire the corresponding LC technology according to the project objectives;project LC implementation capability reflects the organization’s decision making and execution capability,i.e.,the organization’s ability to apply the adopted LC technology to achieve the project objectives;project LC maintenance capability refers to the process of maintaining and continuously improving the organization’s developed LC adoption capability and LC implementation capability.Defining LC capability from a capability lifecycle perspective provides a theoretical basis for further research into the role of project organizational LC capability on project performance levels,and thus provides more effective management recommendations for project organizations to apply LC techniques to project delivery.(2)Different dimensions of project LC capabilities have different impacts on project performance and organizational resilienceProject LC adoption capability and project LC implementation capability did not have a significant effect on project performance,but project LC maintenance capability had a significant positive effect on project performance.Project LC adoption capability had no significant effect on readiness,but had a significant positive effect on organizational adaptive capability,and project LC implementation capability and project LC maintenance capability both had a significant positive effect on organizational readiness and adaptive capability.The results indicate that in LC practice,the level of awareness and knowledge of members of the organization regarding the implementation of LC technology plays a key role in the successful delivery of projects,and reveal that project managers should ensure the quality and frequency of training in knowledge and skills related to LC technology in practice.(3)Organizational resilience dimensions play different mediating roles between project LC capability dimensions and project performanceBoth organizational readiness and adaptive capability had a significant positive effect on project performance,and the effect of organizational adaptive capability on project performance was more significant compared to organizational readiness.Both organizational readiness and organizational adaptive capacity partially mediated the effect between LC maintenance capability and project performance,and organizational adaptive capacity fully mediated the effect between LC implementation capability and project performance.The results indicate that the ability of project organizations to identify and respond to crisis events in a timely and accurate manner plays a key role in ensuring project performance levels and suggests that LC project managers should strengthen their ability to accurately identify and respond effectively to uncertainty in practice.(4)Simulation results show the different effects of the dynamic evolution of LC capability and organizational resilience on construction project performanceHigh or low turnover rates in project organizations is detrimental to the improvement of project performance.Both construction project LC capability and organizational resilience have a positive impact on the improvement of project performance level,but the degree of impact of different dimensions of organizational capability varies.Project LC maintenance capability,organizational readiness,and organizational adaptive capability have a higher degree of impact on project performance,and the trend of project performance level over time is generally consistent with the trend of these three variables.However,a comparative analysis of project performance levels in different contexts revealed that although project LC adoption capability and LC implementation capability did not have a significant impact on project performance,the overall project performance level would decrease if the capability level of both was reduced.The results suggest that project organizations should maintain their organizational learning momentum in the process of LC practice and continuously improve their own LC capabilities and organizational resilience,particularly by increasing the level of awareness and knowledge of LC techniques implementation and organizational resilience among their members. |
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