This article investigates the role of entrepreneurial social and business networks in the internationalization of hightechnology firms. The authors present case study evidence from born-global information and communication technology firms that shows that established and newly formed social networks can be instrumental in exploring internationalization opportunities. These social networks potentially lead to collaborative cooperation and form part of an entrepreneur's broader business network that facilitates exploitation of internationalization opportunities culminated by successful entry into foreign markets. The study incorporates contemporary literature and offers an internationalization opportunity exploration-exploitation model emanating from the entrepreneur's network configuration. In doing so, it takes a process approach and provides much needed qualitative evidence in network research.

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Purpose -The purpose of this paper is to present the author's view of the role of entrepreneurial marketing (EM) as a strategy to address the dynamic marketing environment of recent times. Design/methodology/approach -The author reflects on some significant marketing changes and provides some contemporary example of companies that have successfully adopted EM approaches and challenged traditional marketing wisdom. Findings -EM is best conceived not as a nexus between marketing and entrepreneurship, but as an augmented process, where both the entrepreneur and the customer are the core actors, co-creating value within the marketing environment. Originality/value -While this is an opinion piece, the paper provides evidence of how EM can be adopted and applied by entrepreneurial firms and challenges marketers to create and control their own-marketing environment.

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