In the realm of infrastructure projects, the evolution of Public-Private Partnerships (PPP) underscores the importance of cultivating enduring relationships between the government and the private sector. The focus on the franchise business style also underscores the significant impact of social sector involvement on project performance. The quality of relationship management stands as a pivotal factor influencing project success. However, both unintentional damage and opportunistic behavior, stemming from information incompleteness and the intricacies of megaprojects, exert adverse effects on project performance. Responding effectively to emergencies is a crucial aspect of project management and contract planning for project team members. Organizational resilience, denoting the efficacy of project team members in addressing anticipated or unforeseen disruptions and formulating corresponding countermeasures, plays a central role. Specifically, research shows that organizational resilience attributes such as effective collaboration among members, robust social network relationships, crisis leadership capabilities, and organizational culture. Dynamic resilience encompasses the organizational capacity for anticipating, coping with uncertain events or risks, and the ability to recover and surpass the original state. Drawing from social exchange theory and transaction theory, this study delves into the intricate connections among relationship quality, organizational resilience, and PPP project performance. Structural Equitation Modeling analysis of data collected from 334 construction professionals reveals that organizational resilience acts as a partial mediator in ensuring effective relationship management. Additionally, the study uncovers that asset specificity serves as a positive regulatory moderator in the relationship between quality and resilience. Recommendations emanating from the study advocate for proactive measures, including the establishment of emergency resource reserves and the mitigation of cultural differences between government and private sector entities. A tailored dynamic resilience management plan needs to be developed based on the project’s specificity. These insights contribute to fostering improved collaboration and performance in PPP projects.