Teams often struggle with their assigned projects and evidence indicates relatively limited project success. Recent research advanced a behavioral perspective to the study of the variance in project performance. We seek to advance this literature by developing and testing a dual-pathway model of project performance. Specifically, we expand on relational coordination theory to suggest that teams can enhance their project performance through two knowledge creation mechanisms – access to knowledge and experiential learning – which underpin resilience and creative problem solving. Results of time-lagged data from project teams indicate that high quality relationships between team members facilitate both experiential learning and access to knowledge, which in turn are positively related to team resilience. Team resilience, in turn, is indirectly related to project performance, through creative problem solving. We advance the extant literature of project management by enhancing our understanding of how relationally coordinated project teams develop capabilities – resilience and creative problem solving – and improve their project performance.

团队经常在分配的项目上挣扎，证据表明项目成功相对有限。最近的研究提出了行为视角来研究项目绩效的差异。我们试图通过开发和测试项目绩效的双途径模型来推进这些文献。具体来说，我们扩展了关系协调理论，以表明团队可以通过两种知识创造机制——获取知识和体验式学习——来提高他们的项目绩效，这两种机制支持弹性和创造性的问题解决。项目团队时滞数据的结果表明，团队成员之间的高质量关系促进了体验式学习和知识获取，而这反过来又与团队弹性正相关。反过来，团队的韧性，通过创造性的问题解决，与项目绩效间接相关。我们通过增强对相互协调的项目团队如何发展能力——弹性和创造性的问题解决——以及提高他们的项目绩效的理解来推进现有的项目管理文献。