Navigating disruption through theorizing
the role of project management
FEATURED PAPER
By Kayla Kim Sampson
GBSB Global Business School (Malta)
Abstract
Retail business models are undergoing continuous transformation propelled by digital disruption, changes in consumer behaviours and an unexpected pandemic. This study investigates the role of project management (PM) as a strategic enabler of adaptability and resilience in retail business models (RBM) during times of disruption. Examined through the lens of the Dynamic Capabilities Theory and Resource-Based View (RBV), the research explores the PM methodologies known as agile techniques that assist in innovation, reduce risks and embrace organisational change, aligning change with strategic objectives. Renowned retailers, Zara and Amazon are highlighted as organisations that have adopted agile practices and achieved RBM adaptability through responsive supply chains and self-managed teams. Scrum and Kanban are identified as methodologies adopted by these retailers, demonstrating the ability to improve decision-making in real-time as opposed to traditional methods that are more aligned with predictable projects. PM is demonstrated as an operational tool that enables transformation through ongoing modifications and the integration of knowledge and long-term competitiveness. The study’s limitations include large-scale organisations and secondary data. Future research could focus on analysing hybrid PM models of SMEs, emphasizing the changes to PM’s role as a key driver in RBMs resiliency and adaptability.
Key Words: Retail Business Models (RBMs), Project Management (PM), Adaptability, Resilience, Agile Methodologies, Dynamic Capabilities Theory, Resource-Based View (RBV)
- Introduction
The current retail industry has endured significant transformation and continues to experience unpredictability. The Covid-19 pandemic, an evolving digital landscape and supply chain challenges present serious disruptions to business models. During times of uncertainty, organisation’s ability to remain agile and resilient becomes progressively vital (Mosteanu, 2024). While organisations aim to achieve agility and resiliency, the strategic role of PM in navigating adaptive RMBs remains underexplored in current literature. Advancements in the digital environment have created new markets, necessitating Retail Business Models (RBM) to adapt, for instance, during the Covid-19 pandemic retailers that adopted digital business models experienced an increase in online sales as a result of the multichannel approach (Mostaghel et al., 2022). Fast fashion retailer, Zara has utilised technology to increase efficiency in supply chain operations, enabling the retailer to introduce new styles every two weeks which would not have be possible without the adaptive supply chain model (López et al., 2021).
Projects are viewed as the driving force in the creation of corporate strategy, increasing organisations’ competitive edge. Identified as a valuable tool in planning and managing processes, project management (PM) is capable of navigating risks that organisations may encounter (Vrchota et al., 2021). Comparable to how RBMs have evolved, organisational projects too, have. Digitalisation trends have enabled project managers to communicate seamlessly, and to conduct and track projects using new PM software’s such as Zoom, Asana, SharePoint and Slack, while navigating megatrends like AI and automation, gig economy and an evolving corporate culture (Mcgrath and Kostalova, 2020).
Although organisations are continuously developing effective strategic plans, the integration of PM serves as a link between strategic intent and practically implementing the changes to achieve business model adaptability and resilience. To reduce RBM volatility and improve preparedness, this research paper aims to explore the essential role of PM as a strategic driver in RBM adaptability and resilience. PM has the capacity to prompt transformation through its methodologies, specifically agile techniques. The article is based on secondary data and conceptual analysis and adopts an exploratory design to establish PM strategic positioning in achieving business model adaptability and resiliency. Figure one depicts the relationships between the key concepts discussed.
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How to cite this work: Sampson, K.K. (2025). Retail business model adaptability: Navigating disruption through theorizing the role of project management, PM World Journal, Vol. XIV, Issue VIII, August. Available online at https://pmworldjournal.com/wp-content/uploads/2025/08/pmwj155-Aug2025-Sampson-Retail-business-model-adaptability.pdf
About the Author
Kayla Kim Sampson
South Africa
Kayla Kim Sampson is a PhD researcher at GBSB Global Business School. She holds a master’s degree in retail business management from the Cape Peninsula University of Technology (CPUT). Her previous studies concentrated on strategic management in e-tailing.
She specializes in the retail industry and is currently employed as a Senior Buyer for a well-known retailer in Malta. Additionally, she has experience as a lecturer at the university where she completed her postgraduate studies.
She is currently pursuing a PhD in innovation management under the supervision of Prof. Dr. M.F. HARAKE. The PhD program spans 3 years (full-time) and features a curriculum centred on digitalisation, artificial intelligence, technology, entrepreneurship and innovation management. Her research focuses on AI transformation in employment, exploring how AI-driven training can enhance the appropriate skills for an evolving market.
Kayla Kim Sampson can be contacted at kayla.sampson@student.gbsb.global
