Purpose of the paper: To explore the relations between the process management methodology (PM) and the Dynamic Capabilities theory (DC) by identifying synergies, conflicts, and missing relations between them.Methodology: The paper is based on a systematic and two narrative literature reviews with a snowballing approach.Main Findings: In this paper we identify two types of relations between these two concepts: conceptual, in terms of principles and their definitions; and for support. Moreover, we identify conflicts for companies to strive for exploration and exploitation simultaneously, which might be required for some of the synergies between the concepts. In terms of support synergies, certain preconditions were found for the synergy to occur.Practical implications: A better understanding of the synergies between PM and DC and the identification of preconditions that enable the support of PM for DC and vice versa.Originality/value: PM and DC have been researched since the 80s. However, their relation under-researched and it might have potential for enhancing the flexibility of the methodology, allowing companies to rapidly adapt to changes and innovation.