Relationship Between Marketing and Project Management Success Through Cognitive Process Lens

Abstract

In recent decades, project management has become more permeable to influences from other areas of knowledge, such as marketing. This influence led to project-based companies becoming marketoriented in their projects to achieve more success. However, the convergence of project management and marketing is still controversial. In this context, this study aims to assess the relationship between the vision of marketing, through conscious and unconscious processes, and its influence on the success of projects. Conscious processes deal with controlled and deliberate cognitive evaluations of anything, while unconscious processes are those that occur without one's control and awareness. These mechanisms occur in parallel and influence our beliefs and behavior. Forty-five professionals working on projects participated in the survey. We collected the data through a structured questionnaire, to the conscious process, and a computerized task for the unconscious data using an instrument called Project Marketing Implicit Association Test. Thus, the study presented analyzes on how project managers conceive their conscious and unconscious perception of how marketing and project management can reconcile into a theoretical and practical convergent concept. The results provide evidence of a positive and significant influence of conscious and unconscious processes on project success. It was also revealed that these processes act independently, enhancing the project's success. INDEX TERMS Cognitive process, market orientation, project management, success in projects.

The concept of discontinuity in project marketing research: emergence, dissipation and glimpses of the future

“…Of the 60 initially identified articles, 22 (37%) articles predominantly approached discontinuity as sleeping relationships (Ahola et al , 2013; Alajoutsijärvi et al , 2000; Artto et al , 2008a; Artto and Kujala, 2008; Cova and Salle, 2000, 2005; Crespin-Mazet et al , 2015; Goczol and Scoubeau, 2003; Hadjikhani, 1996, 1997, 1998; Hadjikhani et al , 2012; Havenvid et al , 2016a; Lecoeuvre-Soudain and Deshayes, 2006; Lee et al , 2010; Mainela and Ulkuniemi, 2013; Manning and Roessler, 2014; Morabito et al , 2005; Skaates et al , 2002; Skaates et al , 2003; Skaates and Tikkanen, 2003; Welch, 2005), and 20 (33%) articles approached discontinuity as irregular demand (Alajoutsijärvi et al , 2012; Bansard et al , 1993; Bizarrias et al , 2020; Bonaccorsi et al , 1996; Cova et al , 2019; Cova and Hoskins, 1997; Cova and Salle, 2007; Crespin-Mazet et al , 2021; Crespin-Mazet and Ghauri, 2007; Eriksson and Pesämaa, 2013; Günter and Bonaccorsi, 1996; Holma et al , 2022; Lehtimäki et al , 2009; Ryynänen et al , 2013; Sandhu and Helo, 2006; Segerstedt and Olofsson, 2010; Skaates et al , 2002; Soudain et al , 2009; Ståhle and Ahola, 2022; Tiwari and Gupta, 2012). Furthermore, 18 (30%) articles discussed services mitigating discontinuity (Aarikka-Stenroos et al , 2018; Ahola et al , 2008; Artto et al , 2008b; Blomquist and Wilson, 2007; Crespin-Mazet et al , 2019; Görög, 2016; Jalkala et al , 2010; Kujala et al , 2013; Momeni and Martinsuo, 2019; Ojansivu et al , 2013, 2015; Ojansivu and Alajoutsijärvi, 2015; Owusu et al , 2007; Sariola and Martinsuo, 2015; Tikkanen et al , 2007; Turner et al , 2019; Turner and Lecoeuvre, 2017; Ulaga and Kohli, 2018).…”

“…Scholars applied terms such as demand milieu and future demand anticipation (Crespin-Mazet et al , 2019), economic discontinuity and latency period (Cova et al , 2019), project contract life-cycle and active postproject relationship (Turner et al , 2019), life-cycle solutions and extended project life-cycle (Momeni and Martinsuo, 2019). Interestingly, all articles published from 2020 onward fit into the “discontinuity as irregular demand” theme with terms such as low frequency of sales (Ståhle and Ahola, 2022), discontinuities of market transactions and competitive bidding procedures (Crespin-Mazet et al , 2021), aftermath stage (Holma et al , 2022) and project transition (Bizarrias et al , 2020). It almost seems that project marketing has returned to the first phase (1993–1996) in terms of its semantics.…”

“…Ã CC ¼ Corporate Communications: An International Journal; JPMA ¼ International Journal of Project Management; JBIM ¼ Journal of Business and Industrial Marketing; IMM ¼ Industrial Marketing Management; IBR ¼ International Business Review; EBR ¼ European Business Review; ECAM ¼ Engineering, Construction and Architectural Management; EMJ ¼ European Management Journal; EJM ¼ European Journal of Marketing; IEEE ¼ The Institute of Electrical and Electronics Engineers; IJMPB ¼ International Journal of Managing Projects in Business; IMP ¼ IMP Journal; MIR ¼ Management International Review; SJM ¼ Scandinavian Journal of Management; PMJ ¼ Project Management Journal; JBE ¼ Journal of Business Ethics; IMR ¼ International Marketing review; SCM ¼ Supply Chain Management: An International Journal; JSM ¼ Journal of Services Marketing; IJBE ¼ International Journal of Business and Economics. X denotes an explicit theoretical focus; # denotes an implied theoretical focus Source: Author's own workarticles approached discontinuity as irregular demand(Alajoutsijärvi et al, 2012;Bansard et al, 1993;Bizarrias et al, 2020;Bonaccorsi et al, 1996;Cova et al, 2019;Cova and Hoskins, 1997;Cova and Salle, 2007;Crespin-Mazet et al, 2021;Crespin-Mazet and Ghauri, 2007;Eriksson and Pesämaa, 2013;Günter and Bonaccorsi, 1996;Holma et al, 2022;Lehtimäki et al, 2009;Ryynänen et al, 2013;Sandhu and Helo, 2006;Segerstedt and Olofsson, 2010;Soudain et al, 2009;Ståhle and Ahola, 2022;Tiwari and Gupta, 2012). Furthermore, 18 (30%) articles discussed services mitigating discontinuity(Aarikka-Stenroos et al, 2018;Ahola et al, 2008;Artto et al, 2008b;Blomquist and Wilson, 2007;Crespin-Mazet et al, 2019;Görög, 2016;Jalkala et al, 2010;Kujala et al, 2013;Momeni and Martinsuo, 2019;Ojansivu et al, 2013…”

Role of Project Planning and Project Manager Competencies on Public Sector Project Success

“…In this currently progressive and more demanding working environment, an employee must always strive to enhance his or her competencies [65]. Employee competencies are mostly associated with the business goals and strategies of the organizations.…”

The customer perception of project value scale: development and validation

“…The management of projects has been increasing as a practice for organisations facing difficult business challenges and has evolved from product focus to value focus for its project stakeholders (Obradović et al , 2016; Winter and Szczepanek, 2008). Value management has become an essential tool for companies (Garti and Dolan, 2019) and is a deeply rooted concept from the consumer perspective that evolved separately from project management (Voss and Kock, 2013; Kumar et al , 2011; Bizarrias et al , 2020; Bizarrias et al , 2021). But it has become increasingly closer to project management which underpins its conceptual and theoretical contribution.…”