Evolution of management paradigms in the construction sector from classical models to adaptive systems

The subject of the study. Management paradigms in the construction industry have undergone significant transformations over recent decades, reflecting shifts in worldview, technology, and the socio–economic environment. The transition from classical models—focused on rigid planning, centralized control, and functional hierarchies—to adaptive systems based on flexibility, self–regulation, and dynamic decision–making underscores the need for a renewed conceptualization of management. The core of this evolution lies in analyzing the transformations in methods, organizational structures, and managerial philosophy within construction, a domain characterized by project–based activity, technological complexity, and a high degree of risk.
Research methods. Adaptive management systems integrate technological, organizational, and informational components, enabling real–time adjustments to goals, resources, and schedules. The use of digital platforms, BIM technologies, ERP systems, and artificial intelligence has catalyzed the emergence of new forms of both strategic and operational management, shifting the emphasis from centralized control to decentralized analytical support. This transformation calls for a reconceptualization of the managerial role—from functional administrators to change facilitators and complexity managers.
Research results. Particular emphasis is placed on the synthesis of adaptive management with concepts of sustainable development, infrastructure resilience, digital transformation, and the humanistic dimensions of leadership. It is demonstrated that adaptive models enhance the system’s sensitivity to external changes, promote efficient resource utilization, and improve the overall performance of construction project delivery. This managerial evolution is framed not merely as a response to increasing environmental complexity but as a strategic pathway to create new competitive advantages.
Conclusions. An original typology of paradigm transitions is proposed, based on the complexity level of the managerial environment, the organization’s adaptive capacity, and its technological maturity. It is established that successful implementation of adaptive systems depends not only on technical capability but also on organizational culture, learning ability, team collaboration, and the acceptance of change as a constant in modern management.