Using in-depth interviews, grounded theory, exploratory and confirmatory factor analyses, and structural equation modeling, this study examines the structure, scale, and mechanism of team resilience in overseas engineering projects. Interview data from 47 practitioners were used to generate items; 472 questionnaires were used to test the scale; and 358 questionnaires were used to examine the mechanism. The results show that team resilience consists of persistent and adaptive team resilience. Persistent team resilience includes long-term and short-term goal persistence; adaptive team resilience includes external behavioral adaptation and internal strategic adaptation. The 22-item scale has good reliability and validity. Both dimensions positively affect project success: the former mainly through prevention-focused team job crafting and the latter mainly through promotion-focused team job crafting.