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Purpose: Recent research has focused on the impact of communication networks on the performance of construction project teams, attempting empirical exploration from various social network analysis perspectives.However, there is still a significant gap in understanding the variations in performance and the mechanisms for teams using different communication networks.Drawing from organizational learning theory and social network theory, this study, based on the Input-Mediator-Output (IMO) model, explores the effects of the interaction between centralization and tie strength in communication networks on team performance, as well as the mediating mechanisms of knowledge sharing behavior and team resilience performance in engineering project teams.Methods: Drawing on classic group communication experiment, we design an online communication and collaboration platform to simulate the execution of a construction engineering project.Finally, data was collected through the communication experiment with 720 participants, and hypotheses were tested using ANOVA and PROCESS. Results:The results indicate that under conditions of weak tie strength, centralized communication networks yield higher performance.Conversely, under conditions of strong tie strength, decentralized communication networks demonstrate superior performance.Furthermore, this study also verifies the mediating role of knowledge sharing behavior and team resilience performance when tie strength is strong. Conclusion:This study focuses on engineering project team, exploring the evolutionary development of knowledge sharing behavior and team resilience performance from the perspective of the interaction of communication network structural characteristics, as well as the paths to enhancing team performance.Our research results highlight the interactive effects of structural indicators and relational indicators of communication networks, revealing the mechanism by which the structure of communication networks impacts team performance.Additionally, from the perspectives of forming and timely adjusting team communication models, and motivating and supporting employee communication behavior, our study provides practical insights for project managers and relevant administrators.
Ding et al. (Mon,) studied this question.