Anatomy of competitive advantage: towards a contingency theory of entrepreneurial marketing

Jonathan Deacon, Peter Whelan, Can Uslay, Vincent J. Pascal, Glenn Omura, Andrew McAuley, Chickery J. Kasouf, Rosalind Jones, Claes M. Hultman, Gerald E. Hills, David J. Hansen, Audrey Gilmore, Joe Giglierano, Fabian Eggers

    Research output: Contribution to journalArticlepeer-review


    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.
    Original languageEnglish
    Pages (from-to)5-19
    JournalJournal of Strategic Marketing
    Issue number1
    Publication statusPublished - 19 May 2015


    • entrepreneurial marketing
    • value co-creation
    • opportunity recognition
    • opportunity exploitation
    • competitive advantage
    • entrepreneurial orientation


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