Dynamic Capabilities and Project Management in Small Software Firms

Nørbjerg, Jacob; Nielsen, Peter Axel; Persson, John Stouby

doi:10.24251/hicss.2017.655

Cited by 3 publications

(5 citation statements)

References 31 publications

(52 reference statements)

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“…It emerged that project management dynamic capabilities have no direct influence on performance at the firm level. Nørbjerg et al (2017) focused on dynamic capabilities and their implication on project management and a positive nexus was registered.…”

Section: Statement Of the Problemmentioning

confidence: 99%

“…The aforementioned studies create gaps as some like Irfan et al (2019 focused on project success that is conceptually different from sustainability. Other studies like Nørbjerg et al (2017) covered dynamic capabilities that are broad as compared to the specific project management capabilities. Studies on project management capabilities concerning project sustainability are scanty and segregated.…”

Section: Statement Of the Problemmentioning

confidence: 99%

“…According to Hermano, Martin-Cruz, and Pajares (2022), project management capabilities do not influence project sustainability directly but do so indirectly by driving the performance of organizations implementing the projects. An observation made by Nørbjerg, Nielsen, and Stouby-Persson (2017) was that managerial capability like a high level of commitment by those in management contributes to project sustainability. In China, Zhang, Yang, Liao, and Chen (2020) argued that project management capability is a competence that is needed to drive the sustainability of projects an organization has implemented.…”

Section: Introductionmentioning

confidence: 99%

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Project Management Capabilities and Sustainability of Water Projects Funded by Embu County Government, Kenya

MBOGO,

KYALO, PhD

2023

strategicjournals.com

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This study investigated the influence of project management capabilities and sustainability of water projects funded by the Embu County Government, Kenya. The study sought to determine the influence of resource allocation, stakeholder participation, management commitment, and digital inclusion on the sustainability of water projects funded by the Embu County Government, Kenya. The resource-based view, stakeholder theory, agency theory, and the technology acceptance model were used to underpin the study. A descriptive survey research design was adopted targeting 6 water projects with a target population of 167 project administrators, members of committees from these projects, local leaders, and operating staff from water projects being implemented by Embu County. The sample size of 100 respondents determined scientifically will be selected through stratified random sampling. Primary data was gathered using a structured questionnaire that will have undergone pilot testing. The findings established that that resource allocation, management commitment and digital inclusion have a significant impact on sustainability of water projects. Finally, stakeholder participation does not influence significantly on sustainability of water projects. The study concludes that appropriate resources deployment during project management is critical in ensuring that project is completed with the quality that was intended. Project management team must involve all the stakeholders for successful implementation of the project. Management commitment and sustainability of water projects are intertwined together and hence staff training, competitive reward and career progression is critical in successful project performance. Finally, digital inclusion is important during project management because it enables personnel in information sharing, data analytics as well as communication.

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Section: Statement Of the Problemmentioning

confidence: 99%

Section: Statement Of the Problemmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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Project Management Capabilities and Sustainability of Water Projects Funded by Embu County Government, Kenya

MBOGO,

KYALO, PhD

2023

strategicjournals.com

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“…Relationship management or interpersonal skills (Takpuie and Tanner, 2016) describe a person's capacity to participate in social communication and interact with others (Florea and Stray, 2018). ASD emphasises the need to create and maintain relationships with customers and users, as they are the primary provider of requirements (Nørbjerg et al. , 2017).…”

Section: Theoretical Framework: Ba's Contribution To Selected Dynamic...mentioning

confidence: 99%

Business analysts' contributions to the dynamic capabilities of agile software development teams

Ndlela

Tanner

2022

ITP

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PurposeLiterature reveals ongoing debates around the role of business analysts in agile software development (ASD) teams. This can be attributed, in part, to a knowledge gap concerning how business analysts contribute to overall team capabilities, particularly those which are essential in enabling teams to respond to fast-paced environmental changes. The purpose of this study was to address this gap by investigating how business analysts (BAs) contribute to the dynamic capabilities of ASD teams.Design/methodology/approachThrough a deductive approach, this study adapted and applied a research model based on the team dynamic capabilities (DC) theory to explore the contributions of BAs in agile teams. The study was executed using a qualitative, single case study research strategy directed at an ASD team in the financial services industry. Moreover, data were collected through face-to-face, semi-structured interviews; a focus group; non-participant observation and physical artefacts review. The thematic analysis technique was used to analyse the data.FindingsThe study contributes to teams DC theory through four theoretical propositions centred on the role of BAs. The proposition highlights how BAs relationship management, tacit knowledge sharing, task mental models and transactive memory are key contributors of ASD teams' DC. The study also found that BAs contribute to ASD teams' ability to embrace agile principles 2, 4, 6 and 12. This study can inform the design of capacity development programmes for individual team members and BAs and thus help managers curate teams that will best promote DC.Practical implicationsThis study can inform the design of capacity development programmes for individual team members and BAs and thus help managers curate teams that will best promote DC.Originality/valueThis study builds on the relatively few studies which focus on DC within software development (SD) teams and ASD project teams. Moreover, the study explores how an individual (i.e. a BA) can contribute to the DC of a team.

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“…Nwankwere, Asikhia and Adebola (2017) investigated dynamic capabilities and firm performance of selected foods and beverages manufacturing companies in Lagos state, Nigeria and established that dynamic capabilities had a strong positive relationship with the performance of the food and beverages manufacturing companies. Nørbjerg, Nielsen and Persson (2017) conducted a survey on dynamic capabilities and project management in small software firms and found that dynamic capabilities enhanced project management success. Rehman& Saeed (2015) studied the impact of dynamic capabilities on firm performance and discovered that dynamic capabilities were needed to boost firm performance.…”

Section: Literature/theoretical Underpinningmentioning

confidence: 99%

Organizational Effectiveness of Brewing Firms in South East Zone of Nigeria: Exploring the relative importance of Dynamic Capabilities

Umoh¹,

Nsien²,

Effiom³

2022

IJBMR

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This study was conducted to investigate the relative importance of dynamic capabilities on the organizational effectiveness of brewing firms in the South East Zone of Nigeria. The survey research design was used in the conduct of the study. The population was 204 and sample size 135 determined through Taro Yamen’s (1967) sample size determination formula. The questionnaire used in the study achieved 76.47% response rate. Data analysis was done with regression method.Findings of the study indicated that dynamic capabilities had a significant positive influence on organizational effectiveness of brewing firms in South East Zone of Nigeria; It was also revealed thatreconfiguration capability had the most important influence(Beta =0.406, t=2.904, p<0.05), learning capability came second (Beta 0.217, t=2.211, p<0.05) and sensing capabilitythird(Beta =0.039, t=2.179, p<0.05). It was recommended that brewing firms in South East Zone of Nigeria should give attention to formulating and implementing their strategies for organizational effectiveness in line with findings made in this study.

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Dynamic Capabilities and Project Management in Small Software Firms

Abstract: Abstract

Cited by 3 publications

References 31 publications

Project Management Capabilities and Sustainability of Water Projects Funded by Embu County Government, Kenya

Project Management Capabilities and Sustainability of Water Projects Funded by Embu County Government, Kenya

Business analysts' contributions to the dynamic capabilities of agile software development teams

Organizational Effectiveness of Brewing Firms in South East Zone of Nigeria: Exploring the relative importance of Dynamic Capabilities

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