受难以预测或提前准备的不利事件的影响，例如 by adverse events that are difficult to predict or prepare for in advance, such as the outbreak of COVID-19 and the的爆发以及随之而来的全球政治和经济动荡，组织经常遭受业务流程中断和绩效损失等破坏性冲击 [ consequent global1 political and economic turbulence, organizations2 often]。这些成果很快促使人们努力了解组织更有效地应对逆境并从逆境中恢复的趋势，即表现出弹性[ suffer3、4 disruptive]。在不确定性日益增加的时期，了解基于项目的组织在复杂多变的内部和外部环境中的弹性已成为项目管理的核心问题 shocks[ such5]。本研究重点关注以建设项目为代表的临时项目的组织弹性，这些项目极易受到外部事件的影响，对社会经济发展具有重要意义[ as6,7,8 ]。

在管理领域，对韧性的研究一般分为三个层次：个人韧性、团队韧性和组织韧性[ business process disruption and loss of performance ^[1][2]. These outcomes have quickly led to efforts to understand the trend that organizations are more effective at responding to and recovering from adversity9, that is10,11 showing]。在更加规律和稳定的环境中，已观察到不同级别的复原力有助于提高自己的绩效，促进协作，增强凝聚力，并实现绩效恢复和维护[ resilience12]。然而，我们对它在基于项目的环境中如何运作以及哪些机制可能有助于形成如此有价值的项目状态知之甚少。这是因为不能将建设项目简单地视为一个工作团队或组织；它往往涉及多个参与者的协作，是由多个团队或组织针对特定建设任务组成的临时系统，具有异构性和松耦合的特点[ ^[3][4].13、14]。尽管如此，建设项目的弹性研究仍需进一步扩大。充分考虑项目体系本身的特点，既要考虑项目体系的完整性，又要考虑项目内各参与单位的协调性。因此，本研究的任务之一是在综合理论框架内探索项目系统遇到危机时弹性如何变化。

社会资本理论使得研究建设项目背景下的复原力成为可能 At[ a15 time]。社会资本是指个人或社会单位在组织结构中的地位价值[ of16 increasing]。它是指使群体成员相互支持的行为和规范的积累。在项目中，社会资本存在于项目生命周期的人际关系结构中[ uncertainty,17 understanding]。它通过成员之间持续的、积极的互动为项目带来额外的好处[ the18]。因此，了解项目系统社会资本有助于我们更好地定义和讨论弹性。当然，凝聚力、信任等社会资本并不完全等同于韧性，但肯定是韧性的一些表现。如 resilience[ of project-based organizations in complex and changing internal and external environments has become a core issue in project management ^[5]. Here it was focused on the organization resilience of temporary projects represented by construction projects, which are highly likely to be affected by external events and are of great importance to socio-economic development ^[6][7][8]. In the field of management, research on resilience is generally divided into three levels: individual resilience, team resilience, and organizational resilience ^[9][10][11]. In more regular and stable environments, resilience at different levels has been observed to help improve one’s own performance, promote collaboration, enhance cohesion, and achieve performance recovery and maintenance ^[12]. However, it was known little about how it operates in a project-based environment and what mechanisms might contribute to such a valuable project state. This is because the construction project could not be simply regarded as a work team or organization; it often involves the collaboration of multiple participants, and is a temporary system composed of multiple teams or organizations for specific construction tasks, with the characteristics of heterogeneity and loose coupling ^[13][14]. Despite this, the study of resilience in construction projects needs to be further expanded. To fully consider the characteristics of the project system itself, it is necessary to consider both the integrity of the project system and the coordination of all participating units within the project. Therefore, one of the tasks is to explore how resilience changes when project systems encounter a crisis within a comprehensive theoretical framework. Social capital theory makes it possible to study resilience in the context of construction projects ^[15]. Social capital refers to the value of an individual’s or social unit’s position in an organizational structure ^[16]. It refers to the accumulation of behaviors and norms that make members of a group support each other. In projects, social capital exists in the interpersonal structure of the project life cycle ^[17]. It brings additional benefits to the project through constant, positive interaction between members ^[18]. Therefore, understanding project system social capital helps to better define and discuss resilience. Of course, social capital such as cohesion and trust are not exactly the same as resilience, but they are certainly some manifestations of resilience. As described in the study of ^[19], resilience is largely a social process that is fundamentally shaped by the relationships between the components of an organization. Therefore, according to the social capital theory, it was proposed that the resilience of construction projects is based on the process of resisting adverse impact and realizing recovery reflected by the accumulation of project social capital, which can be described through the measurement of social capital. Under this concept, project resilience is broken down into the different effects of social capital. Therefore, it was explained that the mechanism of project resilience by investigating several key social capitals and establish a project resilience measurement system under the theoretical framework of social capital. 19 ] 的研究中所述]，弹性在很大程度上是一个社会过程，从根本上由组织组成部分之间的关​​系塑造。因此，根据社会资本理论，我们提出建设项目的韧性是基于项目社会资本积累所反映的抵抗不利影响并实现恢复的过程，可以通过社会资本的测度来描述。在这个概念下，项目韧性被分解为社会资本的不同影响。因此，在本研究中，我们希望通过调查几个关键的社会资本来解释项目韧性的机制，并在社会资本的理论框架下建立项目韧性测量体系。

2. Construction Project Resilience建设项目弹性

As随着 COVID-19 brings about带来全球经济、政治和社会不稳定的持续发展，关于各种社会系统复原力的研究越来越受欢迎和关注 [ the24 sustained]。现有的概念化研究表明，弹性可以通过采用过程或能力视角来定义 development[ of25 global economic, political,26 and]，分别侧重于弹性相关的协调活动或弹性组织可以开发的状态和资源。同样，学者们区分了复原力的不同表现，包括预测不良事件、减少不良事件的扰动或从失败中恢复 social[ instability,27 studies on the resilience of various social systems are gaining popularity and attention ^[20]. Existing conceptualization studies suggest that resilience can be defined by adopting a process or capacity perspective ^[21][22], focusing28]。因此，对弹性的全面理解应包括使组织能够预测和管理逆境的过程和能力，可以将其组合成四个互补的维度：危机预测、危机管理、反弹恢复和逆向改进[ on29 resilience-related coordination activities or states and resources that resilient organizations can develop, respectively. Similarly, scholars have distinguished different manifestations of resilience, including predicting adverse events, reducing the perturbation of adverse events, or recovering from failure ^[23][24]. Therefore, a comprehensive understanding of resilience should include the processes and capacity that enable organizations to anticipate and manage adversity, which can be combined into four complementary dimensions: crisis prediction, crisis management, rebound recovery, and reverse improvement ^[25].]。 At present, a systematic research system on resilience has been formed, which can be divided into individual resilience, team resilience, and organizational resilience at the research level. The research objects include the antecedents, processes, and results of resilience ^[26][30]. However, project resilience is still a relatively new concept, and although publications on it are increasing, there is still conceptual debate as to whether project resilience should be considered as a capacity or a process ^[27][31]. From the perspective of capacity, Turner and Kutsch ^[28][32] proposed an interpretation of project resilience, defining it as the art of detecting changes in the project environment, understanding these changes, planning answers, minimizing damage when changes occur, and adapting to new realities. Giezen ^[29][33] put forward the concepts of prevention, response, and adaptation in their definition of project resilience, and also mentioned two types of project resilience: Passive resilience and active resilience. In all of these studies, project resilience takes a capacity perspective. The process perspective sees project resilience as a long-term strategy to deal with complexity and risk. Williams et al. ^[22][26] believed that resilience is a process in which individuals or groups avoid the tendency to react negatively to challenging situations and maintain positive adjustment or coping. Similarly, Crosby ^[30][34] points out that resilience is the process of managing risk, crisis, or contingencies. Another group of studies, starting with project teams, views resilience as a collective construct, including “an interactive, coordinated, and collaborative team interaction process that describes the actual behavior of teams in coping with adversity” ^[31][32][35,36]. Due to different research objects and focuses, and different research methods ^[33][37], empirical studies rarely integrate the process perspective and capacity perspective into the same research. Researchers select one of the perspectives according to the research purpose and the theoretical contribution they are trying to make ^[34][38]. In t was usedhis study, we use a process perspective (i.e., project resilience as the whole process of recovery from disaster) to construct meaningful theories and conduct reasonable in-depth research. As Kahn’s research shows, resilience stems from the relationships between the components of a system and is a social process. Therefore, it waswe defined that the project resilience as the whole process in which the positive interaction between component units enables the project collective to withstand shocks, cope with challenges, and recover.

3. Social Capital: A Theoretical Framework

Consistent with previous studies based on organizational relationships and structure ^[35][39], it wase proposed the use of social capital theory to study the resilience of building projects. Social capital has been studied in different areas of social, economic, and political science, creating a wealth of definitions and characterizations of its characteristics ^[36][40]. Different researchers distinguish social capital by the context, form, possible use, and group of interactions. Bourdieu ^[37][41] proposed the most widely accepted and applied concept of social capital, believing that social capital is the total amount of actual or potential resources obtained through the relationship network, that is, social network is social capital. Coleman ^[38][42] defined social capital as a kind of social structural resource from a macroperspective, which is the relationship of responsibility, expectation, trust, and power between individuals or groups. He believed that various exchanges based on the interests of different actors in the social network form a continuous social relationship, which is social resource and social capital. Portes ^[39][43] also proposed that social capital is a special connection attached to social relations and an expression of ability. Burt ^[40][44] believes that structural hole is social capital and the ultimate competitive advantage of enterprises and other economic activity subjects. Finally, Lin’s ^[41][45] discussion on social capital represents the general consensus of theoretical research on social capital. In his view, social capital is the investment of rewarding resources embedded in social networks. In addition, there are many research angles on social capital theory. In sociology, Carrillo et al. ^[42][46] argue that social capital is the most important indicator of family health. In terms of enterprise management, Harris et al. ^[43][47] tested the effect of coordination between human capital and social capital on enterprise performance. In the field of policy research, Muringani et al. ^[44][48] found that different types of social capital have different incentive effects on European economic development, thus adjusting economic policies. Of course, there are contradictions between different schools of study on social capital theory. One of the principal contradictions is that between the individual and the collective. Burt and Lin regard social capital as individual capital, which is acquired based on people’s action network. However, in Bourdieu and Coleman’s study, social capital can be acquired in groups. The two views are not completely opposite fundamentally. The individual is embedded in the collective, and the collective is embedded in the larger social network. Therefore, thits study is based on Bourdieu’s view to identify collective social capital at the project level but also combines Burt’s network-based analysis method. Based on the view that resilience emerges due to the interaction of each unit of the system, it waswe believed that the process of project resilience can be represented by the change in social capital, and try to summarize the process of project resilience by measuring the change in social capital in each phase of the project network under adversity.

4. Social Network Analysis: A Computing System

Social network analysis (SNA) is a quantitative analysis method based on graph theory and mathematical symbols ^[45][49]. In SNA, a social network is a collection of social actors as nodes and relationships between nodes as edges ^[46][50]. Its essence provides a mathematical method to evaluate the impact of the embeddedness of nodes and related actors in the social network on their behavior and decision-making results ^[47][48][51,52]. The social capital available to actors of a group is integrated into their social networks ^[49][53]. In other words, social capital lies in actors’ social relationships and network positions. Therefore, using SNA to research social capital is a feasible method. One dominant view is that the connections made between network actors form the basis of social capital ^[50][54]. This view is strongly influenced by network theory. Some progress has been made in the measurement of social capital based on SNA ^[49][53]. On the one hand, some researchers have constructed social network capital measurement scales and considered the measurement results as social capital ^[51][55]. These scales have been used in a large number of surveys, using surveys or questionnaires as data collection tools. On the other hand, some researchers use SNA to measure social capital, which is measured by the description of network genus ^[52][22]. IThese st waudies provided us with the possibility to review the resilience capital of construction projects. For长期以来，建设项目一直被认为是涉及多个参与者的临时组织[ a56 long]。在建设中使用 time, construction projects have been considered as temporary organizations involving multiple participants ^[53]. One theoretical bridge to using SNA in的一个理论桥梁是将建设项目视为一组网络 construction[ is57 to]。以建设项目中的关键参与者为节点，以参与者之间的关系为联系，定量分析项目组织的合作能力，实施有效的项目网络管理[ view a construction project as a set of networks ^[54]. By taking the key actors in the construction project as nodes and the relationship between actors as connections, it can be quantitatively analyzed the cooperation ability of the project organization and implement effective project network management ^[55][56][57].58,59,60 ]。