TY - JOUR
T1 - Anatomy of competitive advantage
T2 - towards a contingency theory of entrepreneurial marketing
AU - Deacon, Jonathan
AU - Whelan, Peter
AU - Uslay, Can
AU - Pascal, Vincent J.
AU - Omura, Glenn
AU - McAuley, Andrew
AU - Kasouf, Chickery J.
AU - Jones, Rosalind
AU - Hultman, Claes M.
AU - Hills, Gerald E.
AU - Hansen, David J.
AU - Gilmore, Audrey
AU - Giglierano, Joe
AU - Eggers, Fabian
PY - 2015/5/19
Y1 - 2015/5/19
N2 - Entrepreneurial marketing (EM), born out of the practice of firms operating in conditions of uncertainty, is emerging as a powerful alternative to cope with the decreasing effectiveness associated with traditional marketing. In this article, the authors provide their collective position regarding the field of EM. A brief history and conceptual background of EM is presented and the contextual differences that have shaped its evolution are considered. Distinctions between traditional and EM are derived based on discussions of the concepts of size, speed, market, opportunity, risk, and uncertainty. The perspective of value co-creation in uncertainty is used to develop a contingency framework to serve as the foundation towards a general theory of EM. Operand and operant resources and environmental conditions are proposed to moderate the EM process from opportunity recognition to entrepreneurial organization, EM, and temporary competitive advantage. The theoretical facets are illustrated with seven propositions and directions for future research.
AB - Entrepreneurial marketing (EM), born out of the practice of firms operating in conditions of uncertainty, is emerging as a powerful alternative to cope with the decreasing effectiveness associated with traditional marketing. In this article, the authors provide their collective position regarding the field of EM. A brief history and conceptual background of EM is presented and the contextual differences that have shaped its evolution are considered. Distinctions between traditional and EM are derived based on discussions of the concepts of size, speed, market, opportunity, risk, and uncertainty. The perspective of value co-creation in uncertainty is used to develop a contingency framework to serve as the foundation towards a general theory of EM. Operand and operant resources and environmental conditions are proposed to moderate the EM process from opportunity recognition to entrepreneurial organization, EM, and temporary competitive advantage. The theoretical facets are illustrated with seven propositions and directions for future research.
KW - entrepreneurial marketing
KW - value co-creation
KW - opportunity recognition
KW - opportunity exploitation
KW - competitive advantage
KW - entrepreneurial orientation
U2 - 10.1080/0965254X.2015.1035036
DO - 10.1080/0965254X.2015.1035036
M3 - Article
VL - 24
SP - 5
EP - 19
JO - Journal of Strategic Marketing
JF - Journal of Strategic Marketing
SN - 0965-254X
IS - 1
ER -