Gestão & Produção
Gestão & Produção
Artigo Original

Agile project management under the perspective of dynamic capabilities

Lisiane Sassi Ferreira; Farley Simon Nobre

Downloads: 0
Views: 51


Abstract:: There is a growing academic and industrial interest in how firms can adopt agile project management to meet the demands of dynamically fast-moving environments. However, organizations face difficulties using agile methods in developing a physical product, like the companies found in the automotive industry. This article aims to study agile project management from the perspective of dynamic capabilities. It presents a strengthened analysis of the adoption of agile methods needed for developing physical products in the automotive industry. To address this issue, we formulated the following research question: “what are the dynamic capabilities associated with the agile project management of product development in the automotive sector?”. The article presents a case study of a multinational organization in the automotive sector that implemented concepts and practices of agile methods in the project management of new vehicles. Results evidenced the manifestation of dynamic capabilities in the organization's agile project management scope at sensing, seizing, and reconfiguring levels. Furthermore, findings showed the presence of agile methods in the projects and their implications for the organization regarding benefits (like communication, time, effectiveness, autonomy, and motivation gains) and challenges (like resistance to organizational changes). Finally, we propose a framework for analyzing relationships between dynamic capabilities’ microfoundations and agile project management practices to guide the choice and implementation of agile methods in the automotive sector.


Agility, Agile project management, Agile methods, Dynamic capabilities, Automotive sector


Albuquerque, F., Torres, A. S., & Berssaneti, F. T. (2020). Lean product development and agile project management in the construction industry. Revista de Gestão, 27(2), 135-151.

Angrosino, M. (2009). Etnografia e observação participante: coleção pesquisa qualitativa. Porto Alegre: Bookman Editora.

Arefazar, Y., Nazari, A., Hafezi, M. R., & Maghool, S. A. H. (2022). Prioritizing agile project management strategies as a change management tool in construction projects. International Journal of Construction Management, 22(4), 678-689.

Azanha, A., Argoud, A. R. T. T., Camargo, J. B., Jr., & Antoniolli, P. D. (2017). Agile project management with Scrum: a case study of a Brazilian pharmaceutical company IT project. International Journal of Managing Projects in Business, 10(1), 121-142.

Bardin, L. (2016). Análise de conteúdo. São Paulo: Editora 70.

Barney, J. B. (1991). Firm resources and sustained competitive advantage. Journal of Management, 17(1), 99-120.

Bergmann, T., & Karwowski, W. (2019). Agile project management and project success: a literature review. advances in human factors, business management, and society. Advances in Intelligent Systems and Computing, 783, 405-414.

Bogdan, R. (1973). Participant observation. Peabody Journal of Education, 50(4), 302-308.

Cervone, H. F. (2011). Understanding agile project management methods using Scrum. OCLC Systems & Services: International Digital Library Perspectives, 27(1), 18-22.

Ciric, D., Lalic, B., Gracanin, D., Palcic, I., & Zivlak, N. (2018). Agile project management in new product development and innovation processes: challenges and benefits beyond software domain. In IEEE International Symposium on Innovation and Entrepreneurship (pp. 1-9). New York: IEEE.

Cocco, L., Mannaro, K., Concas, G., & Marchesi, M. (2011). Simulating Kanban and scrum vs. waterfall with system dynamics. In International Conference on Agile Software Development (pp. 117-131). Berlin: Springer.

Conforto, E. C., Salum, F., Amaral, D. C., Silva, S. L., & Almeida, L. F. M. (2014). Can agile project management be adopted by industries other than software development? Project Management Journal, 45(3), 21-34.

Conforto, E. C., Amaral, D. C., Da Silva, S. L., Di Felippo, A., & Kamikawachi, D. S. L. (2016). The agility construct on project management theory. International Journal of Project Management, 34(4), 660-674.

Davies, A., Dodgson, M., & Gann, D. (2016). Dynamic capabilities in complex projects: the case of London Heathrow Terminal 5. Project Management Journal, 47(2), 26-46.

Dikert, K., Paasivaara, M., & Lassenius, C. (2016). Challenges and success factors for large-scale agile transformations: a systematic literature review. Journal of Systems and Software, 119, 87-108.

Dingsoyr, T., Nerur, S., Balijepally, V., & Moe, N. B. (2012). A decade of agile methodologies: towards explaining agile software development. Journal of Systems and Software, 85(6), 1213-1221.

Eisenhardt, K. M. (1989). Building theories from case study research. Academy of Management Review, 14(4), 532-550.

Eisenhardt, K. M., & Martin, J. A. (2000). Dynamic capabilities: what are they? Strategic Management Journal, 21(10-11), 1105-1121.<1105::AID-SMJ133>3.0.CO;2-E.

Gemino, A., Horner Reich, B., & Serrador, P. M. (2021). Agile, traditional, and hybrid approaches to project success: is hybrid a poor second choice? Project Management Journal, 52(2), 161-175.

Gonzalez, W. (2014). Applying agile project management to predevelopment stages of innovation. International Journal of Innovation and Technology Management, 11(4), 1450020.

Hidalgo, E. S. (2019). Adapting the scrum framework for agile project management in science: case study of a distributed research initiative. Heliyon, 5(3), 1-32. PMid:30976706.

Highsmith, J. (2001). History: the Agile Manifesto. Retrieved in 2022, June 22, from

Koch, J., & Schermuly, C. C. (2020). Who is attracted and why? How agile project management influences employee’s attraction and commitment. International Journal of Managing Projects in Business, 14(3), 699-720.

Kurniawan, R., Budiastuti, D., Hamsal, M., & Kosasih, W. (2020). The impact of balanced agile project management on firm performance: the mediating role of market orientation and strategic agility. Review of International Business and Strategy, 30(4), 457-490.

Kurtmollaiev, S. (2020). Dynamic capabilities and where to find them. Journal of Management Inquiry, 29(1), 3-16.

Leybourne, S. A. (2009). Improvisation and agile project management: a comparative consideration. International Journal of Managing Projects in Business, 2(4), 519-535.

Nicholls, G. M., Lewis, N. A., & Eschenbach, T. (2015). Determining when simplified agile project management is right for small teams. Engineering Management Journal, 27(1), 3-10.

Penrose, E. (1959). The theory of the growth of the firm (1st ed.). Oxford: Oxford University Press.

Peteraf, M., Di Stefano, G., & Verona, G. (2013). The elephant in the room of dynamic capabilities: bringing two diverging conversations together. Strategic Management Journal, 34(12), 1389-1410.

Project Management Institute – PMI. Agile Alliance®. (2017). Guia de prática ágil. Newtown Square: Project Management Institute.

Rigby, D. K., Sutherland, J., & Takeuchi, H. (2016). Embracing agile (pp. 40-50). Harvard Business Review. Retrieved in 2022, June 22, from

Rigby, D. K., Sutherland, J., & Noble, A. (2018). Agile at scale: how to go from a few teams to hundreds (pp. 88-97). Harvard Business Review. Retrieved in 2022, June 22, from

Ruark, R. P. (2015). Introducing agile project management strategies in technical and professional communication courses. Journal of Business and Technical Communication, 29(1), 112-133.

Saisa, M. E., Tiura, K., & Matikainen, R. (2019). Agile project management in university-industry collaboration projects. International Journal of Information Technology Project Management, 10(2), 8-15.

Seuring, S. A. (2008). Assessing the rigor of case study research in supply chain management. Supply Chain Management, 13(2), 128-137.

Stare, A. (2014). Agile project management in product development projects. Procedia: Social and Behavioral Sciences, 119, 295-304.

Sutherland, J., & Sutherland, J. J. (2014). Scrum: the art of doing twice the work in a half the time. ‎New York: Crown Business.

Takeuchi, H., & Nonaka, I. (1986). The New New Product Development Game. Harvard Business Review, 64, 137-146.

Teece, D. (2007). Explicating dynamic capabilities: the nature and microfoundations of (sustainable) enterprise performance. Strategic Management Journal, 28(13), 1319-1350.

Teece, D. J. (2012). Dynamic capabilities: routines versus entrepreneurial action. Journal of Management Studies, 49(8), 1395-1401.

Teece, D. J. (2014). The foundations of enterprise performance: dynamic and ordinary capabilities in an (economic) theory of firms. The Academy of Management Perspectives, 28(4), 328-352.

Teece, D. J. (2018). Tesla and the reshaping of the auto industry. Management and Organization Review, 14(3), 501-512.

Teece, D. J. (2019). China and the reshaping of the auto industry: a dynamic capabilities perspective. Management and Organization Review, 15(1), 177-199.

Teece, D., Peteraf, M., & Leih, S. (2016). Dynamic Capabilities and organizational agility: risk, uncertainty, and strategy in the innovation economy. California Management Review, 58(4), 13-35.

Teece, D. J., Pisano, G., & Shuen, A. (1997). Dynamic capabilities and strategic management. Strategic Management Journal, 18(7), 509-533.<509::AID-SMJ882>3.0.CO;2-Z.

Voss, C., Tsikriktsis, N., & Frohlich, M. (2002). Case research in operations management. International Journal of Operations & Production Management, 22(2), 195-219.

Wang, C. L., & Ahmed, P. K. (2007). Dynamic capabilities: a review and research agenda. International Journal of Management Reviews, 9(1), 31-51.

Wernerfelt, B. (1984). A resource-based view of the firm. Strategic Management Journal, 5(2), 171-180.

Yin, R. K. (2014). Case study research: design and methods (5th ed.). Thousand Oaks: Sage Publications.

Zollo, M., & Winter, S. G. (2002). Deliberate learning and the evolution of dynamic capabilities. Organization Science, 13(3), 339-351.

Zuzek, T., Gosar, Z., Kusar, J., & Berlec, T. (2020). Adopting agile project management practices in non-software SMEs: a case study of a slovenian medium-sized manufacturing company. Sustainability, 12(21), 9245.

634968cea953950d6a3f8253 gp Articles

Gest. Prod.

Share this page
Page Sections