ENHANCING MEGA PROJECT RESILIENCE THROUGH CAPABILITY DEVELOPMENT IN INDONESIA

Abstract

What drives organizational resilience is the project organization's ability to consistently encourage knowledge management, situational awareness, and organizational learning to adapt to disruptions, adapt to and capitalize on potential opportunities, and mitigate the consequences of uncertainty and risk. Researchers utilized the resilience theory to determine the resilience of the development project. This form of research is referred to as "causal effect" research. Information was collected from 100 Indonesian megaproject team leaders to accomplish the research objectives. The data were then examined using the structural equation modeling (SEM) method. (1) a significant positive relationship exists between the leadership agility variable and project resilience; (2) a significant positive relationship exists between the organizational adaptability variable and project resilience; (3) a significant positive relationship exists between the leadership agility variable and technology adoption; and (4) a significant positive relationship exists between the organizational adaptability variable and technology adoption.