Do market information processes improve new venture performance?

Song, Michael; Wang, Tang; Parry, Mark E.

doi:10.1016/j.jbusvent.2009.03.003

Cited by 59 publications

(39 citation statements)

References 66 publications

(84 reference statements)

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“…This strategy is important especially for firms like SME's which are confronted by resource scarcity. The literature supports the argument that networking allows firms to access resources they do not own or control, but are necessary for a firm's competitive advantage (Song et al, 2010;Dickson, Weaver & Hoy, 2006;Gronum, Verreynne, & Kastelle, 2012). Researchers also acknowledged that networking is crucial in sharing risk and resources in capital intensive ventures or in an environment with weak regulatory frameworks as found in Tanzania where entrepreneurs feel less protected (Tang & Murphy, 2012).…”

Section: Entrepreneurial Orientation and Sme Performancementioning

confidence: 61%

Strategic Entrepreneurial Response of Small and Medium Enterprises in Developing Economies

Bengesi¹,

Roux²

2014

IJBM

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This study examined the influence of three dimensions of strategic entrepreneurial response, namely market orientation, entrepreneurial orientation and networking capability on SME performance necessary for firms to face challenges in competitive environments. The research confirmed positive influence of the three dimensions of strategic entrepreneurial response (SER), namely market orientation (MO), entrepreneurial orientation (EO) and network capabilities (NWC) on small and medium enterprise (SME) performance. The dimensions of SER explained a significant amount of variance (50.1%) in SME performance, with the largest amount (27.1%) of variance accounted for by MO. The findings suggest that emphasis on MO is a firm's strategic choice to generate strategic information which forms a seedbed of opportunities from which entrepreneurial oriented firms identify and proactively seize to build competitive advantage. Contrary to previous studies, which emphasized that opportunity seeking behaviour is a domain of EO, this paper argues that MO is pivotal construct to the SER. This paper views EO as more driven by an advantage seeking behaviour rather than opportunity seeking behaviour as conceptualised before. With these findings, this paper suggest that sustained market orientation and entrepreneurial orientation cultures build opportunity seeking and advantage seeking behaviours, respectively crucial to create and sustain SME performance.

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Section: Entrepreneurial Orientation and Sme Performancementioning

confidence: 61%

Strategic Entrepreneurial Response of Small and Medium Enterprises in Developing Economies

Bengesi¹,

Roux²

2014

IJBM

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“…This result supports the importance of the moderating effect of innovativeness. Then we split the sample into two groups based on the composite mean score of the technologicalinnovativeness and market-innovativeness scales (e.g., Song et al, 2010). Using the median score of these two constructs, we differentiate four categories and include the two extreme cases -projects that involve a level of low market innovativeness and technological innovativeness (136 projects) and projects that involve a high level of market innovativeness and technological innovativeness (136 projects) -in our analysis.…”

Section: Resultsmentioning

confidence: 99%

Corporate effectuation: Entrepreneurial action and its impact on R&D project performance

Brettel¹,

Mauer²,

Engelen³

et al. 2012

Journal of Business Venturing

320

305

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“…The third question, can the propositions developed in EM be tested, has been addressed by the high-quality empirical work published over the past few decades by authors such as Di Benedetto, O'Cass, Song, and others (see for example O'Cass and Ngo, 2011;Song, Di Benedetto, & Parry, 2009;Song, Droge, Hanvanich, & Calantone, 2005;Song, Wang, & Parry, 2010). However, this still leaves the last question largely unresolved -can what is now considered EM literature help explain and predict marketing actions and performance?…”

Section: Resultsmentioning

confidence: 99%

Exploring entrepreneurial marketing

Miles

Gilmore

Harrigan

et al. 2014

Journal of Strategic Marketing

100

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This paper furthers the conceptual development of entrepreneurial marketing (EM) as theory. EM draws on the work of both marketing and entrepreneurship scholars and has evolved primarily from the marketing management and entrepreneurship literatures. Beginning with an overview of the different schools of thought from which the concept of EM has evolved, this paper attempts to outline and review the issues of EM that delineate it as a distinct area within the discipline of marketing. The discussion presents three potential locus of EM thought within the firm: vertical EM, horizontal EM, and EM as a temporal phenomenon. Finally, in adopting Hunt's (2010) benchmarks that seek to verify the existence of a distinct body of theory, the paper concludes that EM is advancing towards theory construction.

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Do market information processes improve new venture performance?

Cited by 59 publications

References 66 publications

Strategic Entrepreneurial Response of Small and Medium Enterprises in Developing Economies

Strategic Entrepreneurial Response of Small and Medium Enterprises in Developing Economies

Corporate effectuation: Entrepreneurial action and its impact on R&D project performance

Exploring entrepreneurial marketing

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