The future is in the past: A framework for the Marketing-Entrepreneurship Interface (MEI)

Hansen, David J.; Deacon, Jonathan; Pascal, Vincent J.; Sethna, Zubin

doi:10.1016/j.jbusres.2019.05.030

Cited by 29 publications

(39 citation statements)

References 100 publications

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“…One common viewpoint is that this is comprised of seven dimensions, namely, proactiveness, risk-taking, innovativeness, opportunity focus, resource leveraging, customer intensity, and value creation activities (Morris et al, 2002). Another school-of-thought is that it exists at the intersection between a market orientation and an entrepreneurial orientation (Jones and Rowley, 2011;Hansen et al, 2020). Consequently, this current study builds upon this latter way of thinking by conceptualising (and later operationalising) an entrepreneurial marketing orientation as encapsulating the combination of market-oriented and entrepreneurially-oriented activities (following Baker and Sinkula, 2009;Morgan et al, 2015).…”

Section: The Entrepreneurial Marketing Domainmentioning

confidence: 99%

The impact of the interaction between an entrepreneurial marketing orientation and coopetition on business performance

Crick

Karami

Crick

2021

IJEBR

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PurposeCertain small businesses do not possess the assets needed to implement a performance-enhancing entrepreneurial marketing orientation (opportunity-driven behaviours focussed on creating value for customers). Although some entrepreneurs cooperate with their competitors (coopetition) to achieve their day-to-day and long-term goals, it is unclear whether these partnerships are advantageous in this capacity. Thus, grounded in the resource-based view, the purpose of this investigation is to examine whether coopetition positively moderates the relationship between an entrepreneurial marketing orientation and financial performance.Design/methodology/approachSurvey responses were obtained from 184 small tourism and hospitality organisations in New Zealand. Following a series of robustness checks, covariance-based structural equation modelling was used to test the elements of the conceptual model.FindingsUnique insights illustrate an entrepreneurial marketing orientation yielding a negative and significant link with financial performance. Nevertheless, this result was potentially related to the entrepreneurial marketing-oriented opportunities that owner-managers pursued within the context of their sector; in particular, situations when employing an individualistic business model constrained certain decision-makers' ability to pursue “growth-oriented” objectives. However, coopetition produced a positive and significant moderating effect, enabling owner-managers to pursue opportunities via collaborative business models facilitating mutually beneficial performance outcomes.Practical implicationsOwner-managers of under-resourced small firms should be careful when implementing entrepreneurial marketing strategies utilising an individualistic business model. For example, they might pursue opportunities that are not viable and/or become over-loaded with market intelligence that they cannot handle. By collaborating with competitors, owner-managers can learn improved ways to operate within their industries, alongside being equipped with new resources and capabilities. In doing so, coopetition can help overcome some of the potential performance-limiting issues owner-managers face by being under-resourced, namely, via employing a collaborative business model.Originality/valueThis current study contributes to the extant literature by evaluating the complexities of entrepreneurial marketing practices. That is, although earlier research has focussed on the performance-driving outcomes of an entrepreneurial marketing orientation, prior studies typically overlook certain moderating factors that could influence this association. By examining the interaction between an entrepreneurial marketing orientation and coopetition on financial performance, new evidence has emerged on how owner-managers of small firms can utilise interfirm collaboration to succeed within their markets, as opposed to struggling to cope with the challenges of an individualistic business model. Specifically, an entrepreneurial marketing orientation is likely to enhance financial performance when under-resourced companies effectively collaborate with their competitors.

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Section: The Entrepreneurial Marketing Domainmentioning

confidence: 99%

The impact of the interaction between an entrepreneurial marketing orientation and coopetition on business performance

Crick

Karami

Crick

2021

IJEBR

View full text Add to dashboard Cite

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“…This study makes several contributions to the marketing-entrepreneurship interface literature. First, this study provides a foundation for expanding the marketing-entrepreneurship interface model to include the exchange of expertise between entrepreneurs and VCs as an antecedent to entrepreneurial activity (Hansen et al 2019). The one-sided view of VCs as buyers of the innovations of entrepreneurs has resulted in ignoring the active role entrepreneurs play as “buyers” of strategic expertise from VCs over a period of time and potentially across multiple entrepreneurial ventures.…”

Section: Resultsmentioning

confidence: 99%

“…This study builds on the marketing-entrepreneurship interface literature by focusing on some key antecedents (Hansen et al 2019). Specifically, it views entrepreneurs as consumers in the market for expertise from VCs beyond their financial role.…”

Section: Discussion and Limitationsmentioning

confidence: 99%

“…Research on entrepreneurship/marketing interface has developed from simply examining marketing as practiced by entrepreneurs to understanding that it involves a complex system of antecedents that direct marketing functions and processes towards desired outcomes (Hansen et al 2019). They present a framework for the marketing-entrepreneurship interface that recognizes the fact that entrepreneurial value creation is done in conjunction with internal and external actors that serve to drive the functions and processes leading to positive socioeconomic outcomes.…”

Section: Literature Reviewmentioning

confidence: 99%

“…Not only is entrepreneurial activity a key antecedent of important macromarketing outcomes like quality of life, but understanding entrepreneurs and their relationships with other actors in the macroeconomic system is important for marketing decision making and public policy. Better understanding the entrepreneur-VC relationship from the perspective of the marketing-entrepreneurship interface framework (Hansen et al 2019) can help us better understand the role VCs play in driving entrepreneurial success as key actors in the entrepreneurial ecosystem.…”

Section: Literature Reviewmentioning

confidence: 99%

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Recent research on the marketing-entrepreneurship interface has highlighted the importance of understanding the relationships between various actors that enable entrepreneurial activity. Entrepreneurs often depend on VCs not just for funding, but also for their expertise in environmental scanning, innovation, and strategic direction. This study takes the perspective of entrepreneurs as consumers of the value offered by VC firms and uses a broad survey of entrepreneurs to understand the factors that could affect long term relationships between these actors. The results show that entrepreneurs select VCs primarily on their perceptions of the fairness of the contract, reputation, and startup valuation. We also find evidence that entrepreneurs are uniformly disappointed in their experiences with VCs when comparing their pre- and post-financing views. Our findings contain important implications for a creating a balanced macromarketing view of the VC-entrepreneur relationship and holds practical implications for venture capitalists, entrepreneurs, and policy makers.

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The Multiple Layers of Coopetition and Their Link with Sales Performance: Insights from Sporting Clubs in New Zealand

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The future is in the past: A framework for the Marketing-Entrepreneurship Interface (MEI)

Cited by 29 publications

References 100 publications

The impact of the interaction between an entrepreneurial marketing orientation and coopetition on business performance

The impact of the interaction between an entrepreneurial marketing orientation and coopetition on business performance

Exploring Entrepreneurs' Perceptions of Venture Capitalists' Added Value

The Multiple Layers of Coopetition and Their Link with Sales Performance: Insights from Sporting Clubs in New Zealand

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