The influence of construction business resilience and brand integrity on building crisis management strategies in the construction industry

Purpose This study aims to investigate the influence of construction business resilience (CBR) and brand integrity (BI) on crisis management strategies (CMS) and their significance in the construction industry. Design/methodology/approach A quantitative research design was used, with data collected from 205 industry stakeholders via structured questionnaires. Multiple regression analysis evaluated the impact of CBR and BI on CMS, highlighting key relationships and trade-offs. Findings CBR is strongly and positively associated with CMS (B = 1.292, β = 0.971, p < 0.001), underscoring the importance of resilience capabilities in maintaining operational continuity during disruptions. By contrast, BI shows a negative association with CMS (B = −0.405, β = −0.305, p < 0.001), suggesting that reputation-related concerns can, in some contexts, temper or slow visible crisis responses rather than straightforwardly enhancing them. Research limitations/implications The use of a purposive, non-probabilistic sample of contractors, consultants and client representatives, skewed towards individuals with fewer than five years of experience, means the findings cannot be generalised to the entire Ghanaian construction industry and may reflect particular perceptions of crises and resilience. Practical implications Construction firms should integrate resilience into their operations by using early warning systems, conducting risk assessments and embracing technological advancements. Policies must prioritise stakeholder engagement, disaster preparedness and financial resilience to ensure a balance between BI and effective crisis response. Originality/value This study offers a new, integrated examination of CBR, BI and CMS within the Ghanaian construction industry, emphasising a context-contingent negative association between BI and crisis management responses.