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Anatomy of competitive advantage: towards a contingency theory of entrepreneurial marketing
Department of Marketing, University of Denver, Denver, CO, USA.
Department of Marketing, Rutgers University, Piscataway, NJ, USA.
Management Department, Eastern Washington University, Spokane, WA, USA.
Michigan State University, East Lansing, MI, USA.
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2016 (English)In: Journal of Strategic Marketing, ISSN 0965-254X, E-ISSN 1466-4488, Vol. 24, no 1, 5-19 p.Article in journal (Refereed) Published
Abstract [en]

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.

Place, publisher, year, edition, pages
Routledge, 2016. Vol. 24, no 1, 5-19 p.
Keyword [en]
entrepreneurial marketing, value co-creation, opportunity recognition, opportunity exploitation, competitive advantage, entrepreneurial orientation
National Category
Economics and Business
Identifiers
URN: urn:nbn:se:oru:diva-53648DOI: 10.1080/0965254X.2015.1035036ISI: 000386924200004Scopus ID: 2-s2.0-84929603275OAI: oai:DiVA.org:oru-53648DiVA: diva2:1050061
Available from: 2016-11-28 Created: 2016-11-25 Last updated: 2017-10-18Bibliographically approved

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Hultman, Claes M.
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Örebro University School of Business
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