Title: Adaptive project management in socio-economic contexts: a theoretical review of challenges, strategies, and sustainable outcomes in developed and developing countries (a comparative perspective)

Authors: Edilson Ferreira de Barros; Elton Fernandes; Sergei Smirnov; Ravinder Rena

Addresses: Programa de Engenharia de Produção/Programa de Engenharia de Transportes, Instituto Alberto Luiz Coimbra de Pós-Graduação e Pesquisa de Engenharia (COPPE), Universidade Federal do Rio de Janeiro (UFRJ), Centro de Tecnologia (CT) – Bloco F/108, Cidade Universitária, Ilha do Fundão, Rio de Janeiro – RJ, CEP 21941-972, Brazil ' Programa de Engenharia de Transportes, Instituto Alberto Luiz Coimbra de Pós-Graduação e Pesquisa de Engenharia (COPPE), Universidade Federal do Rio de Janeiro (UFRJ), Centro de Tecnologia (CT) – Bloco F/108, Cidade Universitária, Ilha do Fundão, Rio de Janeiro – RJ, CEP 21941-972, Brazil ' St-Petersburg State University, St. Petersburg, St. Tchaikovsky, 62, Russia; Department of Operations and Quality Management, Durban University of Technology, P.O. Box 1334, Durban, 4000, South Africa ' School of Business, Woxsen University, Hyderabad, 502 345, India

Abstract: This paper explores how project management practices are adapted across socio-economic contexts, focusing on challenges and strategies in developed and developing countries. Grounded in contingency, institutional, and dynamic capabilities theories, it conceptualises adaptability as a strategic capability shaped by infrastructure, culture, and governance. A systematic literature review (2000-2024) combining thematic and bibliometric analysis reveals that developed countries emphasise formal, data-driven approaches, while developing nations adopt flexible, context-sensitive strategies. The study proposes the contextual adaptation framework, integrating contextual factors, organisational mediators, adaptive strategies, and outcomes. This contributes to project management theory by framing adaptability as proactive and strategic. A hybrid model is introduced, highlighting the interplay between structural and cultural variables. Rather than reinforcing dichotomies, it promotes a critical intersection of coexistence. The model aligns with Project Management Institute's (PMI's) call for context-sensitive, hybrid practices that enhance stakeholder value across institutional boundaries and support sustainable development.

Keywords: adaptive project management; contingency theory; developing countries; institutional context; project success; dynamic capabilities; hybrid project practices; contextual adaptation; governance capacity; project success factors; strategic organisational capability; cross-cultural management.

DOI: 10.1504/IJPOM.2026.154453

International Journal of Project Organisation and Management, 2026 Vol.18 No.2, pp.178 - 204

Received: 21 May 2025
Accepted: 23 Dec 2025
Published online: 29 Jun 2026 *

Full-text access for editors Full-text access for subscribers Purchase this article Comment on this article