摘要：在新兴技术迅猛发展的背景下，初创企业由于具有“新生弱性”的特征而面临生存危机，甚至破产倒闭。因此，如何培养创业团队韧性就成为抵抗这种弱性的关键。本文基于动机性信息加工理论，构建了以共情为前因变量、团队互动过程为中介的韧性形成模型。对82个创业团队的问卷调研数据进行路径分析与Bootstrap中介效应检验，实证结果表明：(1)认知共情和情感共情均能促进团队韧性的形成。在创业团队中，认知共情促使成员产生理解彼此思考方式的倾向，情感共情激发成员感知彼此情绪状态的本能，二者共同构成了应对逆境的心理基础。(2)事实导向互动与情感导向互动在共情和团队韧性的关系中发挥了双中介作用。认知共情不仅能直接促进团队成员间事实导向的讨论与决策，还能通过增进成员间的相互理解减少人际摩擦。情感共情在强化团队情绪联结的同时，也通过建立心理安全氛围促使成员更开放地参与事实性交流。这两种共情特质共同作用于团队的双维互动系统，形成相辅相成的韧性构建机制。本研究发现为理解创业团队韧性形成机制提供了新视角，也为提升团队应对复杂环境的能力拓宽了思路。依据双维共情通过双维互动协同提升创业团队韧性的核心结论，针对创业团队高不确定性、高资源约束、高失败风险的现实困境，从管理实践的角度提出以下策略建议：在危机应对中，团队应通过双维共情构建认知同步与情绪稳定的韧性基础；在资源受限条件下，团队可借助双维共情实现有限资源的精准配置与充分释放；在风险事件后，团队应当将集体复盘作为韧性建设的重要节点，把危机应对经验沉淀为团队韧性的重要资本。

Abstract: Against the backdrop of rapid emerging-technology development, start-ups often face survival crises or even bankruptcy due to their liability of newness. Cultivating resilience in entrepreneurial teams thus becomes crucial for counteracting such vulnerability. Based on the motivated information processing theory, a resilience-formation model was developed in the present study with empathy as the antecedent variable and team interaction processes as the mediators. Path analysis and Bootstrap mediation test were conducted with the use of survey data on 82 teams of entrepreneurs. The results are as follows: Cognitive empathy, as well as affective empathy, encourage the development of team resilience. The two-dimensional empathy offers soft support that helps the teams to continue operating normally in stressful situations. Fact-oriented and emotion-oriented interaction are two mediator roles of empathy and team resilience. Cognitive empathy acts both directly to support the discussion and making choices based on facts as well as to lessen interpersonal friction by means of establishing a more understanding situation, which provides space where the emotion level of interaction can be achieved. The two empathy dimensions jointly comprise the dual-dimensional interaction system of the team, resulting in a complementary process of establishing resilience. The results provide a fresh insight into the creation of entrepreneurial team resilience, as well as expand the minds of contemplating the capability to improve the capacity of teams to resist a challenging environment. Following risk events the collective reflection should be considered by the teams as one of the nodes in the construction of resilience and collectivization of experience relating to crisis coping should be converted into valuable team resilience capital.