Entrepreneurial Marketing Orientation and International New Ventures

Kowalik, Izabela; Pleśniak, Agnieszka

doi:10.4324/9781003034261-5

Cited by 3 publications

(3 citation statements)

References 1 publication

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“…the degree of EM and frequency of EM. With regard to the degree of EM, we followed the EM measure procedure developed by previous studies (Ahmadi and O’Cass, 2015; Kowalik, 2016), while the frequency of EM was measured using four items adapted from Morris and Sexton (1996). EM was conceptualized as the interaction term between entrepreneurial orientation (EO) and market orientation (MO) dimensions.…”

Section: Methodsmentioning

confidence: 99%

The impact of characteristics of intra-organizational environment on entrepreneurial marketing intensity and performance in Egypt

Mahrous

Genedy

Kalliny

2020

JEEE

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Purpose The purpose of this paper is to contribute to the entrepreneurial marketing (EM) paradigm by empirically investigating the relationship between intra-organizational environment, EM intensity (EMI) and organizational performance in an emerging market context. Specifically, the paper identifies the elements of the intra-organizational environment that enhances EMI and also examines the impact of EMI on organizational performance. Design/methodology/approach The data were collected from large-sized companies in Egypt. Data were analyzed by using path analysis on Smart-PLS. Findings The findings suggest that the characteristics of the intra-organizational environment that support developing and increasing EMI in large-sized companies in emerging markets are cooperative competency, deep locus of planning and institutional support. Also, it was found that the long planning horizon hinders EMI. Finally, it was found that EMI is positively related to organizational performance and competitive advantage. Practical implications The study provides guidelines for managers of large-sized organizations, especially in emerging economies, on how to develop the intra-organizational environment to enhance EMI. Originality/value The study of EMI received little or no attention in previous research. Also, there is a paucity of empirical research on the impact of the intra-organizational environment on EMI and also on the impact of EMI on the organizational performance of large-sized companies in emerging markets. Therefore, the results of this research are a step toward filling these gaps.

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Section: Methodsmentioning

confidence: 99%

The impact of characteristics of intra-organizational environment on entrepreneurial marketing intensity and performance in Egypt

Mahrous

Genedy

Kalliny

2020

JEEE

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“…As both the EM and EMO are relatively new concepts, there is still no consensus about their dimensions and operationalization (Kowalik, 2016). One of the approaches trying to bring together different concepts is the EMICO framework.…”

Section: Literature Reviewmentioning

confidence: 99%

Marketing activity of international new ventures – application of the EMICO framework

Kowalik

Danik

2019

JBIM

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Purpose One of the approaches to study entrepreneurial marketing (EM) is the EMICO framework. The extant studies have not yet explored the application of this framework by international new ventures (INVs). To address this research gap, four Polish INVs from medium-tech sector have been studied to check whether this tool can be applied to investigate the companies from Central and Eastern European Countries and identify the hierarchy of elements in the EMICO framework. Design/methodology/approach Using semi-structured interviews and the card game method, the understanding and importance of the EM concept elements by the Polish entrepreneurs have been explored. The collected text has been analyzed using qualitative data analysis software. Findings The studied INVs in their international marketing activity attributed most importance to understanding and responsiveness toward customers, networking, innovation introductions based on gathering of information and on the constant communication with clients. Most of the EMICO framework dimensions were confirmed; however, the concepts of “exploiting markets” and “integration of business processes” had minor importance for marketing. Research limitations/implications Research findings are relevant mainly for the B2B companies. Originality/value The paper recommends a modified list of EMICO elements for use in future studies concerning the small- and medium-sized enterprise internationalization.

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“…More recently, based on a vast quantitative study, EMO has been conceptualized as including entrepreneurial orientation, and customer orientation, but also market driving, and resource-leveraging (Eggers et al, 2020). The scale elaborated by Fiore et al (2013) has the advantage of undergoing validation procedures and included the dimensions important for our study's viewpoint (Kowalik & Pleśniak, 2020). The applied EMO construct consisted of the following first-order reflective constructs: proactive orientation, opportunity focus, customer orientation, value creation, and low-risk marketing.…”

Section: Measurementsmentioning

confidence: 99%

Marketing determinants of innovation ambidexterity in small and medium‐sized manufacturers

Kowalik¹,

Pleśniak²

2022

EBER

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The study aimed to identify the marketing determinants of SMEs' innovation ambidexterity and explore this phenomenon in the firms from a post-transition Polish market. Specifically, market-sensing capability, entrepreneurial marketing orientation, and marketing strategies were considered the possible determinants of innovation ambidexterity. The comparative character of the study enabled examining if these relationships have changed comparing 2019 to the time of pandemic crisis in 2021. Research Design & Methods:The study includes a sample of 240 Polish manufacturing SMEs contacted with the CATI/CAWI method in May 2019 and 219 firms selected and surveyed according to the same method between January-February 2021. The results were obtained with factor analysis and logistic regression. Findings: Innovation ambidexterity was related to market sensing, opportunity focus, proactive orientation, and adaptation strategy applied by manufacturing SMEs in the B2B markets. However, during the pandemic crisis, the different determinants replaced those identified during the less turbulent time.Implications & Recommendations: Entrepreneurial marketing accompanies innovation ambidexterity. Including employees in the sensing process and concentrating on market opportunities are especially stimulating for exploratory and exploitative innovations. The significant influence of firm size and high-tech industry on ambidexterity points to the role of SMEs' strategic agility in a turbulent environment. Contribution & Value Added:The study explored in detail the marketing determinants of an important SME capability: innovation ambidexterity. Comparing data from the span of two years enabled taking into account the pandemic crisis. In addition, the study verified the measurement tool for analyzing SME ambidexterity. Article type:research article

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Entrepreneurial Marketing Orientation and International New Ventures

Cited by 3 publications

References 1 publication

The impact of characteristics of intra-organizational environment on entrepreneurial marketing intensity and performance in Egypt

The impact of characteristics of intra-organizational environment on entrepreneurial marketing intensity and performance in Egypt

Marketing activity of international new ventures – application of the EMICO framework

Marketing determinants of innovation ambidexterity in small and medium‐sized manufacturers

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