Marketing and technology strategies for innovative performance: The OPM equation in different contexts

Abstract

Purpose

The purpose of this paper is to examine organizational project management (OPM) as an integrative mechanism to mediate marketing and technology strategies for innovative performance. In addition, the moderating effects of firm size and turbulence on the relationships between marketing strategy, technology strategy, OPM, and innovative performance are examined.

Design/methodology/approach

The authors used empirical data derived from a survey of 5,000 firms worldwide in fast‐paced R&D intensive sectors. Respondents were typically chief technology officers or senior R&D managers. Fisher test and moderated regression analysis were applied on 715 usable questionnaires.

Findings

Evidence is found that OPM has a positive effect on innovative performance; and intervenes in the relationship between both strategies and innovative performance. The results also show some moderating effects of turbulence.

Practical implications

Marketing and technology strategies impact innovative performance, but part of this influence is established through OPM. Thus, OPM appears to be a good vehicle to translate strategies into concrete results. Project management can no longer be viewed as just a tool. Instead, OPM should be viewed as a decentralized, distributed function that is not innovative as such, but which supports innovation.

Originality/value

To date, the research has not explored OPM as an alternative whereby firms can integrate marketing and technology strategies to drive innovative performance, even if the firm's ability to generate a stream of innovations has become increasingly important. Therefore, probing the OPM links become an interesting search.

Citation

Sicotte, H., Drouin, N. and Delerue, H. (2012), "Marketing and technology strategies for innovative performance: The OPM equation in different contexts", International Journal of Managing Projects in Business, Vol. 5 No. 2, pp. 195-215. https://doi.org/10.1108/17538371211214905