Adaptive Performance in Contemporary Work Contexts: A Systematic Review and Conceptual Framework Development

Abstract

In an era of rapid technological advancement, organisational change, and evolving work environments, employee adaptive performance has emerged as a critical competency for maintaining both individual and organisational effectiveness. Despite its growing importance, research on adaptive performance remains fragmented, creating a need for a more integrated understanding of what drives adaptive performance and how it develops. Addressing this gap, this study systematically reviews 39 empirical studies published between 2020 and 2024 to identify and synthesise the underlying theories shaping adaptive performance.  This study identifies three dominant theories to build the framework of adaptive performance, namely the Conservation of Resources Theory, Job Demand-Resources Theory, and Self-Determination Theory. This review highlights how personal and job-related resources (e.g., psychological capital, mentoring, leadership) function as enablers, how psychological states (e.g., engagement, meaningfulness, motivation) mediate their influence, and how individual and contextual moderators such as proactive personality, work ethics, and time pressure shape adaptive outcomes. By integrating resource-based and motivation-driven perspectives, the study contributes theoretical coherence to literature and offers practical implications for human resource management, providing evidence-based strategies for fostering a more adaptable workforce in dynamic organisational environments.