Strategic Integration of Lean Six Sigma and AgileProject Management in PharmaceuticalMarketing Operations in The US:A Hybrid Framework forCompetitive Advantage
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https://doi.org/10.14419/709jt646
Received date: October 18, 2025
Accepted date: January 11, 2026
Published date: February 15, 2026
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Agile Project Management; Hybrid Framework; Lean Six Sigma; Organizational Adaptability; Strategic Integration -
Abstract
Purpose: This study aims to examine the combined application of Lean Six Sigma (LSS) and Agile Project Management (APM) practices in improving competitive advantage within pharmaceutical marketing, with Organizational Adaptability serving as a mediating variable.
Approach: A quantitative research design was employed, using a survey completed by 375 professionals from the US pharmaceutical marketing industry. Data were analyzed using Partial Least Squares Structural Equation Modeling (PLS-SEM) through SmartPLS software.
Results: The results indicate that LSS implementation has a significant positive impact on competitive advantage (β = 0.334, p = 0.000). APM implementation also positively affects competitive advantage, though the impact is less significant (β = 0.127, p = 0.010). Additionally, Organizational Adaptability was found to significantly mediate the relationship between the independent variables (LSS and APM) and competitive advantage (β = 0.425, p = 0.000).
Conclusions: The findings suggest that combining LSS and APM can lead to a stronger competitive advantage in the pharmaceutical marketing sector. Policy implications emphasize the importance of organizational adaptability in a dynamic regulatory environment. Future research should explore the applicability of this hybrid model in other sectors and assess its long-term impact on organizational competitiveness.
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How to Cite
Joseph , J. J. . (2026). Strategic Integration of Lean Six Sigma and AgileProject Management in PharmaceuticalMarketing Operations in The US:A Hybrid Framework forCompetitive Advantage. International Journal of Accounting and Economics Studies, 13(2), 133-138. https://doi.org/10.14419/709jt646