Project Team Resilience During Pandemic: Evidence from the Indonesian Construction Industry

This study investigates potential determinants for ‘project team resilience’ and ‘project performance’ during the pandemic in Indonesia‘s construction sector. A theoretical framework is developed, which involves four predictors: ‘individual resource’ (individual-level), ‘team state’ and ‘team resources (team-level), and ‘transformational leadership‘ (contextual). A quantitative, cross-sectional survey is performed, with a response rate of 46.7% (usable team-level datasets=70). The Partial Least Square (PLS) analysis provides compelling evidence of the crucial role of ‘team resilience’ on ‘project team performance’ (p-value<0.001) during a pandemic. Further, project’ team resilience’ is significantly associated with the two team-level variables (‘team resource’ (p-value=0.007), ‘team state’ (p-value<0.001)). Limited evidence suggests the role of ‘transformative leadership’ and ‘individual resources‘ on ‘team resilience.’ Two cultural dimensions in Indonesia may influence the finding: ‘collectivism’ and ‘high power distance.’ The result may motivate Indonesian project practitioners to emphasize their resources for developing team-level capabilities and states which support team resilience to anticipate the next disruptive events.