OPM as a capability to integrate marketing and technology strategies for innovative performance in a turbulent environment

Hélène Sicotte / Nathalie Drouin / Hélène Delerue

This paper examines organizational project management (OPM) as a capability to integrate marketing and technology strategies for innovative performance. We construct a framework that relates marketing strategy, technology strategy, and OPM to innovative performance. We examine the moderating effects of firm size and turbulence on the relationships between marketing strategy, technology strategy, OPM, and innovative performance. Using empirical data derived from a study of 715 firms worldwide, we find evidence that OPM 1) has a positive effect on innovative performance; and 2) is a capability to integrate marketing and technology strategies for innovative performance. The results also show moderating effects of 3) turbulence on the relationship between OPM and innovative performance; and 4) firm size on the relationship between marketing strategy and innovative performance. From a practical standpoint, firms in turbulent environments should understand the critical role of OPM as a strategic capability to manage innovative performance.