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A publicação pode ser exportada nos seguintes formatos: referência da APA (American Psychological Association), referência do IEEE (Institute of Electrical and Electronics Engineers), BibTeX e RIS.

Exportar Referência (APA) 
Patrício, V., Lopes da Costa, R., António, N., Pereira, L., Gonçalves, R. & Jerónimo, C. H. (2022). Impact of project management to capability transformation. International Journal of Agile Systems and Management. 15 (2), 167-199
Exportar Referência (IEEE) 
V. I. Patrício et al.,  "Impact of project management to capability transformation", in Int. Journal of Agile Systems and Management, vol. 15, no. 2, pp. 167-199, 2022
Exportar BibTeX 
@article{patrício2022_1725172567071,
	author = "Patrício, V. and Lopes da Costa, R. and António, N. and Pereira, L. and Gonçalves, R. and Jerónimo, C. H.",
	title = "Impact of project management to capability transformation",
	journal = "International Journal of Agile Systems and Management",
	year = "2022",
	volume = "15",
	number = "2",
	doi = "10.1504/IJASM.2023.10047943",
	pages = "167-199",
	url = "https://www.inderscience.com/offer.php?id=124917"
}
Exportar RIS 
TY  - JOUR
TI  - Impact of project management to capability transformation
T2  - International Journal of Agile Systems and Management
VL  - 15
IS  - 2
AU  - Patrício, V.
AU  - Lopes da Costa, R.
AU  - António, N.
AU  - Pereira, L.
AU  - Gonçalves, R.
AU  - Jerónimo, C. H.
PY  - 2022
SP  - 167-199
SN  - 1741-9174
DO  - 10.1504/IJASM.2023.10047943
UR  - https://www.inderscience.com/offer.php?id=124917
AB  - A central question for researchers and practitioners is whether and which project management (PM) practices foster capability transformation in order to develop dynamic capabilities (DCs). To explore this question, this study seeks to empirically examine whether PM practices promote capability transformation. To this end, 141 surveys of professionals with project experience were analysed. This research used partial least squares structural equation modelling (PLS-SEM) and empirically presents factors and practices that significantly facilitate the possibility of PM practices transforming capabilities in organisations, thereby leveraging DCs, through the accumulation, integration, utilisation, and reconfiguration of knowledge gained from projects. This quantitative study contributes to the literature by presenting scales for measuring PM practices and factors that contribute to capability transformation, and highlighting those, thereby providing an important contribution to organisations and academia in developing DCs through PM.
ER  -