Table of contentsIntroductionResearch methodologyAnalysis and resultsAnnual distribution of articles based on study focus (conceptual or empirical)National distribution of articles over different time periodsTheoretical perspectives used to explore adaptive performanceLimitations of researchDiscussion and future researchCurrent The workplace is often highlighted by positions where adaptive performance (AP) is decisive for employees to succeed in the face of dynamic and ever-changing task demands. This recognition has led to growing interest in adaptive performance as a dimension of organizational performance. This brief study presents a review of research studies regarding the evolution and development of adaptive performance over the past decade. In doing so, we attempted to combine the existing knowledge base on adaptive performance and offer suggestions for future areas of research. Say no to plagiarism. Get a tailor-made essay on “Why Violent Video Games Should Not Be Banned”? Get the original essayIntroductionThe concept of adaptive performance is defined in broad terms as an individual's ability to adapt to dynamic work situations (Hesketh and Neal, 1999). Pulakos et al. (2000) were the first to propose a universal model of adaptive performance. First, they reviewed research on individual performance and adaptability to change. Next, they identified and inspected 1,000 critical incidents (representative of new work scenarios requiring adaptation or behavioral change on the part of respondents) including 24 jobs in the military. Finally, they proposed eight dimensions of adaptive performance, including: coping with uncertain or unpredictable work situations; manage emergency or crisis situations; solve problems creatively; manage stress at work; learn new tasks, technologies and procedures; demonstrate interpersonal adaptability; demonstrate cultural adaptability; and demonstrate physically oriented adaptability. The importance of the worker's ability to adapt to different workplace situations and perform at a better level has become a crucial issue to focus on now more than ever for organizations. New technological changes and developments result in a dynamic work design to which workers must quickly learn to adapt. Interconnected global economies require constant change and must adapt (e.g. new training to develop skills or expatriation to foreign countries, meeting customers from different cultural backgrounds). . Structural changes in the business, such as mergers and acquisitions, require workers to adapt to new environments (e.g., title, job description, company culture and values). Thus, adaptation plays a decisive role in the success of employees and, consequently, organizations. Highlighting the importance of adaptive performance and its implications on the development of organizations, this calls for a review to present a research roadmap on adaptive performance and guidelines. advance this area of ​​research. In response to this, the present study aims to review research on adaptive performance in the existing literature. The value of this systematic review lies in understanding the current state of research on adaptive performance on a singleplatform through various classification schemes. regarding the distribution of articles published in different countries, contexts and periods; points out various common research limitations of studies conducted on adaptive performance; presents a set of theoretical perspectives through which adaptive performance has been explored to date and summarizes some important questions that future research should explore. The remainder of the article is structured as follows: first, the description of the research methodology used is discussed. Second, the research results in terms of distribution of articles on various criteria such as country of research, year of publication, type of study, theoretical background on which the study is conducted and some common gaps identified in terms of research are presented. Finally, the article discusses the potential scope for future research and implications of this study. Research methodology The main objectives of this fundamental review are: first, to present the current state of research on adaptive performance. Second, to explicitly narrow down some untapped territories where future researchers should focus on adaptive performance. To achieve these objectives, a dominant academic database, Scopus, was explored to identify articles and reviews on customer engagement. This article reviews literature spanning from 2008 to 2018. Articles were identified in the “article title” section of said databases using the keyword “Adaptive Performance”. To keep the search process specific to the objectives of this study, the search was conducted within the subject boundaries of “Business, Management and Accounting” and “Psychology” and contained the exact keyword “Adaptive Performance.” As shown in Table I, a total of 138 articles were identified through the selected search criteria, among which only 13 studies survived to be considered for the final analysis. A trend that deserves attention is that until 2015, studies on adaptive performance focused on fundamental aspects such as measuring adaptive performance at the individual level and at the team level, establishing a relationship between task performance , leadership and tension and adaptive performance. But subsequently, studies began to focus on specific cultural and religious contexts such as Zhong yong thought, Islamic work ethic, and personality traits such as emotional intelligence, extroversion, etc. Information given on the importance of adaptive performance is widely recognized and prevalent in developing countries with different cultures and religious backgrounds as well as in other industries. The 13 articles were divided into two periods during which approximately equal numbers of research articles were produced. This division was carried out to identify the change in the pattern of adaptive performance studies over the last decade. Period I: 2008-2014 (seven years); andPeriod II: 2015-2018 (Four years)Period I mainly includes two founding articles; a multilevel investigation of adaptive performance in team-individual relationships by Han, TY and Williams, KJ (2008) which concluded that team adaptive performance (TAP) can be represented as the sum or aggregate of individual adaptive performance (IAP), the second was a meta-analytic investigation between personality and workplace adaptive performance conducted by Huang, J. L et al., which found that personality traits such as ambition, adaptation andemotional stability were all predictors of adaptive performance. Other articles discuss the relationship between adaptive performance and transformational leadership, task performance, and the development of a scale to measure individual adaptive performance in organizations. Period II saw the emergence of a conceptual study of the adaptive performance literature, a review of individual adaptive performance. (Jundt, DK et al.; 2014). This phase also represents the development of some context-specific adaptive performance studies, such as a self-regulation model of Zhong Yong thinking and adaptive employee performance (Pan, W. and Sun, LY (2018), a study on Islamic work ethics, innovative work behavior and adaptive performance (Javed, B.et al.; 2017) and a study examining the role of emotional intelligence between organizational learning and adaptive performance (Pradhan, RK et al.; 2017) which further improved empirical studies on customer engagement. Analysis and results This section begins by describing the wise distribution by year, by country and by study orientation (empirical or conceptual) of the 13 identified articles. This section then describes the theoretical background on which these adaptive performance studies were conducted and some of the common research gaps identified in these studies. Annual distribution of articles based on the focus of the study (conceptual or empirical). Before 2015, the term cultural adaptation has only been used in a single article, implying the least research on context-specific adaptive performance studies. Based on the article selection criteria (as mentioned in the research methodology section), the first published study on adaptive performance according to the selection criteria was found in 2008 and was therefore taken as the starting year for our analysis. Based on the focus of the study (conceptual or empirical), it was found that the articles up to 2014 were all empirical in nature, one study (Charbonnier‐Voirin, A. and Roussel, P., 2012 ) using both qualitative and quantitative measures to conduct the research. Thus, Period I produced only empirical studies of adaptive performance in the domain. But after 2014, a review of conceptual studies (Jundt, D. K, 2015) was published on individual adaptive performance in organizations. There has been an increasing focus on quantitative empirical exploration of adaptive performance in industry. Distribution of articles by country over different time periods To identify the frequency and distribution of research on adaptive performance across the world, a classification of the literature by country is considered important. This study found that the 13 articles identified on adaptive performance were from 9 countries, with most articles coming from developed countries such as the United States (3) and European countries such as France (2) and Germany ( 2), as shown in the table. In response to the growing importance of adaptive performance, research in this area has begun to expand in developing countries in recent years. A stark contrast in country distribution can be seen when considering the two periods we have selected for examination. While period I mainly contains articles from developed countries and Europe, period II contains articles from developing countries in Asia like India, Pakistan and African countries like Nigeria. Theoretical Perspectives Used to Explore Adaptive Performance Several theories have been used in the