Purpose The purpose of this research paper is to study the relationship between entrepreneurial marketing strategy (EMS), institutional environment (IE) and business performance (BP). Further, it examines the role of gender and entrepreneurial experience (EE) as moderators of EMS-BP and IE-BP relationships. Design/methodology/approach Based on the literature review, the authors proposed a conceptual model that was tested using a quantitative approach. Questionnaires were filled by 202 owners/entrepreneurs of small- and medium-sized enterprises (SMEs) in Egypt. Because of the absence of a formal population-frame for the Egyptian SMEs, non-probability quota sampling technique was used that considered differences in gender and EE. SmartPLS software was used for data analysis. Findings The results indicated that EMS has significant positive effect on BP. IE has significant positive effect on EMS but insignificant effect on BP. Gender was found to be moderating significantly both the EMS-BP and IE-BP relationships. However, EE was found to be an insignificant moderator in the EMS-BP relationship. Practical implications The findings communicate insights to the SMEs on the importance of undertaking proactive, risk-taking and innovative activities while creating and delivering value to their customers. Also, it encapsulates further implications for policymakers to promote a better IE for entrepreneurship in Egypt. Originality/value This study contributes conceptually to the interdisciplinary research that investigated the integration between entrepreneurship and marketing as a successful functional strategy in SMEs and its effect on enhancing BP and market share. Empirically, it adds value to the available literature on contemporary strategic entrepreneurship by analysing these IE-EMS-EE-Gender-BP relationships in a promising, yet under-researched, transitional economy.

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Purpose The purpose of this study is to investigate conceptually and empirically the direct and indirect relationships between university social responsibility (USR), university social innovation strategy (USIS) in terms of social awareness (SA), intention for social innovation (ISI), organisational structure for social innovation (SSI) and innovativeness in social value creation (ISVC) and gaining a sustainable competitive advantage (SCA) at quality-accredited faculties of an emerging market. Design/methodology/approach A conceptual model was presented and a mixed-methods approach was exploited to fill a research gap detected in strategic corporate social innovation literature. The authors formed a data collection team that contacted all the quality-accredited public and private/international faculties, of which 109 faculties in 11 Egyptian governorates responded and their quality units filled questionnaires that were analysed by structural equation modelling. For comprehensive understanding, qualitative interviews were set to gather data from managers/leaders and teaching staff working at those faculties in quality management and community engagement practices as well as students. Findings Results demonstrated that USR positively and significantly influenced SCA and USIS. Further, USIS (in terms of ISI, SSI and ISVC) positively and significantly influenced SCA. However, USIS (in terms of SA) had a positive yet insignificant influence on SCA. Indirectly, USIS was found to be partially mediating USR–SCA relationship. Practical implications University leaders/staff can gain insights on how to adopt differentiation strategies, which enable their institutions to shift from being just socially responsible to becoming socially innovative by presenting solutions to social, economic, cultural, environmental and health-care problems/challenges within their communities in general and during pandemics. This can be sustained through developing innovative quality-based processes/programmes/services related to education, research and community outreach that better serve social needs to be quality-accredited and unique over their rivals. Social implications Satisfying social needs through promoting innovative processes/services can reinforce a favourable social change. Originality/value From a cross-disciplinary perspective, the authors interwove conceptually sparse literature of strategic, operations, knowledge capacity and innovation management that studied university social innovation research area. Also, to the best of the authors’ knowledge, this is the first research that examined empirically USR–USIS–SCA relationships of quality-accredited faculties in an emerging economy during Covid-19 pandemic.

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