Abstract
The aim of the research is to explain how Project Management (PM) ensures the accumulation, integration, utilization, and reconfiguration of the capabilities and knowledge acquired in projects in order to build dynamic capabilities (DCs). This study also gives insight into how PM can develop DCs through the identification and implementation of project management opportunities. The result of 22 semi-structured interviews with 22 participants from 9 companies of different industries are detailed and framed within theoretical dimensions of DCs: knowledge accumulation, integration, utilization, reconfiguration, sensing, and seizing. As a result, we present the best practices, techniques, and PM tools that allow leveraging DCs in organizations. This qualitative study contributes to a theoretical and empirical discussion about how PM transforms knowledge acquired in projects into routines and learning practices that allow organizations to develop or reshape capabilities.
Highlights
In this paper we looked at how Project Management (PM) can leverage dynamic capabilities (DCs)
The objective was to understand how project management contributes to the development of DCs and what good PM
DC processes as a theoretical basis. With it we aimed at understanding through the sensing and seizing process [24] how PM methodologies, such as waterfall and agile, can develop and reconfigure DCs [10]
Summary
The aim of the research is to explain how Project Management (PM) ensures the accumulation, integration, utilization, and reconfiguration of the capabilities and knowledge acquired in projects in order to build dynamic capabilities (DCs). Intervening in the operations, partnerships with the business, the formal recording of the scope of projects immediately included in the operation, and the explanation and knowledge of all stakeholders of the purpose of the project were mentioned by interviewees as being fundamental
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