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Digital platforms have enabled the emergence of new business models by transforming the competitive scenario, labour, traditional management activities and strategies of the organisations regarding a number of productive sectors. The objective of this study is to analyse these changes in the educational sector from the view of professors who produce content in digital platforms, such as the massive open online courses (MOOCs).

In-depth interviews were conducted with 10 Brazilian professors using MOOC. The methodology proposed by Bardin (2011) and the board’s guidelines (2013) were used for content analysis.

Positive aspects such as autonomy, higher financial gains, geographic coverage, quality of life and cheaper and quicker courses were identified in the present study, whereas negative aspects were disclosure and sales performed by faculty members, problems with technical support, demand for new skills (e.g. digital marketing), new teaching methods and opportunities perceived by the professors.

The results found cannot be generalised to different publics and contexts.

The results contribute to a better understanding of the new business models on digital platforms as they show evidence of how these techniques are contributing to digital transformation of traditional sectors. This model can be used to connect professors who produce content to those who want to learn as well as to enable remote operations in educational institutions. Additionally, managers, CEOs and entrepreneurs of the sector can use MOOC as a reference when formulating their strategies.

This paper aims to analyze the degree of contribution of the entrepreneurial orientation (EO) of organizations in the use of agile methods (AM) in project management.

A quantitative approach with the application of a survey with project professionals resulted in 206 valid answers. The data were analyzed using structural equation modeling and the method of partial least squares (PLS).

The results present empirical evidence of the significant contribution of EO in the use of AM in project management, confirming the main hypothesis of this study. This effect was not influenced by the control variables tested.

This study contributes to the development of research on AM and minimizes the literature gap on the connection between entrepreneurship and AM. The results are limited to the sample. Studies with broader samples and different segments are suggested, as well as the contribution of each dimension of the EO to AM.

Innovativeness, risk-taking, proactiveness, autonomy and competitive aggressiveness (EO dimensions) can contribute to the use of AM and guide actions to develop these behaviors, pursuing better adherence to agile values and the use of AM in project management.

The originality of this study regarding the connection between EO and AM lies on the presentation of a theoretical model of this relationship and reduces the gap in this research field. Given the degree of EO contribution in AM (19.7%), there are other factors that affect the use of AM in project management that should be investigated.