An Integrated Socio-Technical Framework for Antifragile Project Organizations: A New Paradigm for Decision-Making under Uncertainty

In an era defined by persistent volatility, traditional project management paradigms focused on robustness and resilience prove insufficient. This paper introduces the concept of an anti-fragility system's ability to benefit from and improve in response to stressors and uncertainty as a necessary evolution for project-based organizations. We propose a novel Integrated Socio-Technical Framework that operationalizes antifragility by synthesizing principles from Complex Adaptive Systems (CAS), High-Reliability Organizations (HROs), and Socio-Technical Systems (STS) theory. The framework is built upon the joint optimization of two interdependent pillars: a 'social' system (comprising adaptive leadership, an antifragile culture, and strategic HRM) and a 'technical' system (including adaptive project management and digital enablers like the Digital Twin). By integrating these systems, organizations can develop the dynamic capabilities and organizational ambidexterity necessary to not only survive but also thrive in the face of disruption. This conceptual paper provides a practical roadmap for shifting from a process-centric focus to a value-delivery model, enabling project organizations to build a sustainable competitive advantage in an increasingly unpredictable world.