Purpose Project-driven enterprises are in urgent need of organisational resilience constructing for sustainable growth due to the dual dilemmas of resource competition and allocation imbalance between projects, and the contradiction between strategic resource reserves and ad-hoc project demands. Network embedding is crucial for enterprises to access resource leveraging and enhance resilience, but related studies have overlooked the characteristics of project-driven enterprises embedded in both business networks and project networks. This study explores the path of dual network embedding on organisational resilience in project-driven enterprises. Design/methodology/approach This study constructs a theoretical model of “dual network embedding → resource orchestration → organisational resilience” and introduces digital technology as a moderating variable. The study empirically tests the hypotheses using structural equation modelling on a sample of 338 project-driven enterprises in China. Findings (1) Business network embedding significantly and positively drives organisational resilience in project-driven enterprises, while project network embedding does not directly contribute to organisational resilience; (2) resource orchestration plays a mediating role between dual network embedding and organisational resilience, with resource leveraging having the most significant mediating effect; (3) digital technology plays a positive moderating role between dual network embedding and resource orchestration. Originality/value This study breaks through the single network analysis paradigm and reveals the uniqueness of organisational resilience construction in project-driven enterprises through context expansion, which provides a theoretical basis and practical guidance for project-driven enterprises to achieve resilience enhancement through network governance, resource orchestration and technology empowerment.
Deng et al. (Wed,) studied this question.