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.

--

Dynamic capabilities,Project management,PLS-SEM,Partial least squares structural equation modelling,Reconfiguration,Capability transformation

• Mathematics - Natural Sciences
• Computer and Information Sciences - Natural Sciences
• Civil Engineering - Engineering and Technology
• Mechanical Engineering - Engineering and Technology
• Chemical Engineering - Engineering and Technology
• Economics and Business - Social Sciences
• Other Social Sciences - Social Sciences