Anatomy of competitive advantage: towards a contingency theory of entrepreneurial marketing

被引：91

作者：

Whalen, Peter ^{[1
]}

Uslay, Can ^{[2
]}

Pascal, Vincent J. ^{[3
]}

Omura, Glenn ^{[4
]}

McAuley, Andrew ^{[5
]}

Kasouf, Chickery J. ^{[6
]}

Jones, Rosalind ^{[7
]}

Hultman, Claes M. ^{[8
]}

Hills, Gerald E. ^{[9
]}

Hansen, David J. ^{[10
]}

Gilmore, Audrey ^{[11
]}

Giglierano, Joe ^{[12
]}

Eggers, Fabian ^{[13
]}

Deacon, Jonathan ^{[14
]}

机构：

[1] Univ Denver, Dept Mkt, Denver, CO 80208 USA

[2] Rutgers State Univ, Dept Mkt, Piscataway, NJ USA

[3] Eastern Washington Univ, Dept Management, Spokane, WA USA

[4] Michigan State Univ, E Lansing, MI 48824 USA

[5] Southern Cross Univ, Lismore, NSW, Australia

[6] Worcester Polytech Inst, Worcester, MA 01609 USA

[7] Univ Birmingham, Dept Mkt, Univ House, Edgbaston, England

[8] Univ Orebro, Orebro, Sweden

[9] Bradley Univ, Sch Entrepreneurship & Innovat, Peoria, IL 61625 USA

[10] Coll Charleston, Dept Management & Mkt, Charleston, SC 29401 USA

[11] Univ Ulster, Dept Business & Enterprise, Coleraine, Londonderry, North Ireland

[12] San Jose State Univ, Dept Mkt & Decis Sci, San Jose, CA 95192 USA

[13] Menlo Coll, Dept Mkt, Atherton, CA USA

[14] Univ South Wales, South Wales Business Sch, Newport, Gwent, Wales

来源：

JOURNAL OF STRATEGIC MARKETING | 2016年 / 24卷 / 01期

关键词：

entrepreneurial marketing; value co-creation; opportunity recognition; opportunity exploitation; competitive advantage; entrepreneurial orientation;

D O I：

10.1080/0965254X.2015.1035036

中图分类号：

F [经济];

学科分类号：

02 ;

摘要：

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.

引用

页码：5 / 19

页数：15