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

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.