nach oben

Journal of the Academy of Marketing Science

Erschienen in:

01.08.2011

Where is the opportunity without the customer? An integration of marketing activities, the entrepreneurship process, and institutional theory

verfasst von: Justin W. Webb, R. Duane Ireland, Michael A. Hitt, Geoffrey M. Kistruck, Laszlo Tihanyi

Erschienen in: Journal of the Academy of Marketing Science | Ausgabe 4/2011

Einloggen

Aktivieren Sie unsere intelligente Suche, um passende Fachinhalte oder Patente zu finden.

search-config

KI-gestützte Suche

Aus

Abstract

Marketing and entrepreneurship have long been recognized as two key responsibilities of the firm. Despite their tight integration in practice, marketing and entrepreneurship as domains of scholarly inquiry have largely progressed within their respective disciplinary boundaries with minimal cross-disciplinary fertilization. Furthermore, although firms increasingly undertake their marketing and entrepreneurial activities across diverse settings, academe has provided little insight into how changes in the institutional environment may substantially alter the processes and outcomes of these undertakings. Herein, we integrate research on marketing activities, the entrepreneurship process, and institutional theory in an effort to address this gap. We first discuss market orientation as enhancing a firm’s opportunity recognition and innovation, whereas marketing mix decisions enhance opportunity exploitation. We then examine how entrepreneurship leads to innovation directed toward market orientation and marketing mix activities. Based on this foundation, we examine differences in marketing and entrepreneurship activities across institutional contexts.

Vorheriger Artikel Toward a theory of the boundary-spanning marketing organization and insights from 31 organization theories

Nächster Artikel The impact of product market strategy-organizational culture fit on business performance

Sie haben noch keine Lizenz? Dann Informieren Sie sich jetzt über unsere Produkte:

Springer Professional "Wirtschaft+Technik"

Online-Abonnement

Mit Springer Professional "Wirtschaft+Technik" erhalten Sie Zugriff auf:

über 102.000 Bücher
über 537 Zeitschriften

aus folgenden Fachgebieten:

Automobil + Motoren
Bauwesen + Immobilien
Business IT + Informatik
Elektrotechnik + Elektronik
Energie + Nachhaltigkeit
Finance + Banking
Management + Führung
Marketing + Vertrieb
Maschinenbau + Werkstoffe
Versicherung + Risiko

Jetzt Wissensvorsprung sichern!

Jetzt informieren

Springer Professional "Wirtschaft"

Online-Abonnement

Mit Springer Professional "Wirtschaft" erhalten Sie Zugriff auf:

über 67.000 Bücher
über 340 Zeitschriften

aus folgenden Fachgebieten:

Bauwesen + Immobilien
Business IT + Informatik
Finance + Banking
Management + Führung
Marketing + Vertrieb
Versicherung + Risiko

Jetzt Wissensvorsprung sichern!

Jetzt informieren

More recently, a “creation” perspective has been advanced as complementary to the “discovery” perspective (Alvarez and Barney 2007). Nevertheless, even in this perspective, the opportunity is merely described as a market without any discussion of the prevalence or hierarchy of customer needs that define the “value” component of an opportunity and determine whether a viable market exists. As of yet, the activities of creation have not concerned how the entrepreneur interacts with and comes to understand customers to create an opportunity.

Marketing scholars use the term “intelligence,” whereas entrepreneurship scholars use the term “knowledge.” We use the terms interchangeably.

Narver and Slater (1990) discuss market orientation as also including three behavioral components: customer orientation, competitor orientation, and inter-functional coordination. Within their conceptualization, firms characterized by a market orientation (1) seek to understand customers’ current and future needs and how to satisfy these needs, (2) study current and potential competitors’ strengths and weaknesses in terms of how they serve customers’ needs, and (3) promote coordinated, firm-wide resource management to provide superior customer value. Considering Narver and Slater’s conceptualization alongside Kohli and Jaworski’s, significant overlap seems to exist with customer/competitor orientations and intelligence generation, and between inter-functional coordination and intelligence dissemination/organizational responsiveness (Cadogan and Diamantopoulos 1995; Lafferty and Hult 2001).

Zhou et al. (2005) provide further support for these findings in terms of radical innovation, although they find that market orientation actually decreases disruptive innovations (i.e., products that create wholly new markets and supplant existing products). Together, these findings suggest that market orientation may support market-driven behaviors but undermine market-driving behaviors (Jaworski et al. 2000).

To this point, we have presented market orientation as having an indirect effect on firm performance through its effects on the entrepreneurship process. While a significant amount of research has shown that innovativeness only partially mediates the relationship between market orientation and firm performance (Kirca et al. 2005), innovativeness (and the innovation that results from this emphasis) is only one aspect of the entrepreneurship process. The firm must also leverage this innovation to exploit the opportunity to realize performance outcomes. As Hult et al. (2005) illustrate, organizational responsiveness fully mediates the relationship between market orientation and performance. In accordance, we believe that the effect of market orientation on firm performance surfaces completely through its influence on the entrepreneurship process.

We do not expect all firms to equally undertake learning activities in response to reduced performance. In a highly complementary stream of research, scholars have examined a firm’s learning orientation, or the firm’s orientation to support a commitment to learning, shared vision, and open-mindedness in questioning assumptions about the firm’s relationship with its environment (Baker and Sinkula 1999; Hurley and Hult 1998; Sinkula et al. 1997). While we strongly believe that a learning orientation shapes how and to what extent a firm learns, we do not explicitly address the role of a firm’s learning orientation here in order to maintain focus specifically on the integration of marketing and entrepreneurship.

An additional reason that could be offered for why market-oriented firms can be ineffective in responding to changing customer needs is that competitors are just more effective in their response. Interestingly, counter to this logic, Slater and Narver (1994) provide evidence suggesting that market-oriented firms can sustain firm performance despite hostile and turbulent competitive environments.

Ailawadi, K. L., Lehmann, D. R., & Neslin, S. A. (2001). Market response to a major policy change in the marketing mix: learning from Procter & Gamble’s value pricing strategy. Journal of Marketing, 65, 44–61.CrossRef

Alam, I. (2002). An exploratory investigation of user involvement in new service development. Journal of the Academy of Marketing Science, 30, 250–261.

Aldrich, H. E. (2005). Entrepreneurship. In N. Smelser & R. Swedberg (Eds.), Handbook of economic sociology (pp. 451–478). Princeton: Princeton University Press.

Alvarez, S. A., & Barney, J. B. (2007). Discovery and creation: alternative theories of entrepreneurial action. Strategic Entrepreneurship Journal, 1, 11–26.CrossRef

Anderson, E. W., Fornell, C., & Lehmann, D. R. (1994). Customer satisfaction, market share, and profitability: findings from Sweden. Journal of Marketing, 58, 53–66.CrossRef

Anderson, E. W., & Sullivan, M. W. (1993). The antecedents and consequences of customer satisfaction for firms. Marketing Science, 12, 125–143.CrossRef

Ardichvili, A., Cardozo, R., & Ray, S. (2003). A theory of entrepreneurial opportunity identification and development. Journal of Business Venturing, 18, 105–123.CrossRef

Argyris, C., & Schon, D. A. (1978). Organizational learning: A theory of action perspective. Reading: Addison-Wesley.

Arnould, E. J., & Mohr, J. J. (2005). Dynamic transformations for base-of-the-pyramid market clusters. Journal of the Academy of Marketing Science, 33, 254–274.CrossRef

Atuahene-Gima, K. (2005). Resolving the capability-rigidity paradox in new product innovation. Journal of Marketing, 69, 61–83.CrossRef

Bae, J.-H., & Salomon, R. (2010). Institutional distance in international business research. In T. Devinney, T. Pedersen, & L. Tihanyi (Eds.), Advances in international management: The past, present, and future of international business and management (vol. 23) (pp. 327–352). Bingley: Emerald Group Publishing.

Baker, W. E., & Sinkula, J. M. (1999). The synergistic effect of market orientation and learning orientation on organizational performance. Journal of the Academy of Marketing Science, 27, 411–427.CrossRef

Baker, W. E., & Sinkula, J. M. (2007). Does market orientation facilitate balanced innovation programs? An organizational learning perspective. Journal of Product Innovation Management, 24, 316–334.CrossRef

Baron, R. A. (2008). The role of affect in the entrepreneurship process. Academy of Management Review, 33, 328–340.CrossRef

Baron, R. A., & Ensley, M. D. (2006). Opportunity recognition as the detection of meaningful patterns: evidence from comparisons of novice and experienced entrepreneurs. Management Science, 52, 1331–1344.CrossRef

Borden, N. H. (1964). The concept of the marketing mix. Journal of Advertising Research, 4, 2–7.

Boulding, W., Lee, E., & Staelin, R. (1994). Mastering the mix: do advertising, promotion, and sales force activities lead to differentiation. Journal of Marketing Research, 31, 159–172.CrossRef

Bygrave, W. D., & Hofer, C. W. (1991). Theorizing about entrepreneurship. Entrepreneurship Theory and Practice, 16(2), 13–22.

Cadogan, J. W., & Diamantopoulos, A. (1995). Narver and Slater, Kohli and Jaworski and the market orientation construct: integration and internationalization. Journal of Strategic Marketing, 3(1), 41–60.CrossRef

Carlile, P. R. (2002). A pragmatic view of knowledge and boundaries: boundary objects in new product development. Organization Science, 13, 442–455.CrossRef

Carlile, P. R. (2004). Transferring, translating, and transforming: an integrative framework for managing knowledge across boundaries. Organization Science, 15, 555–568.CrossRef

Casson, M. (1982). Entrepreneur: An economic theory. Totowa: Barnes & Noble.

Chan, K. W., Yim, C. K., & Lam, S. S. K. (2010). Is customer participation in value creation a double-edged sword? Evidence from professional financial services across cultures. Journal of Marketing, 74, 48–64.CrossRef

Christensen, C. M., & Bower, J. L. (1996). Customer power, strategic investment, and the failure of leading firms. Strategic Management Journal, 17, 197–218.CrossRef

Clemens, E. S., & Cook, J. M. (1999). Politics and institutionalism: explaining durability and change. Annual Review of Sociology, 25, 441–466.CrossRef

Combs, J.G., Ketchen, D.J., Ireland, R.D., & Webb, J.W. (2010). The role of resource flexibility in leveraging strategic resources. Journal of Management Studies, in press.

Damanpour, F. (1991). Organizational innovation: A meta-analysis of effects of determinants and moderators. Academy of Management Journal, 34, 555–590.CrossRef

Davis, C. H., & Rawwas, M. Y. A. (1994). Distribution in new/growing firms. In G. E. Hills (Ed.), Marketing and entrepreneurship: Research ideas and opportunities (pp. 163–187). Westport: Quorum Books.

Day, G. S., & Wensley, R. (1988). Assessing advantage: a framework for diagnosing competitive superiority. Journal of Marketing, 52, 1–20.CrossRef

De Luca, L. M., & Atuahene-Gima, K. (2007). Market knowledge dimensions and cross-functional collaboration: examining the different routes to product innovation performance. Journal of Marketing, 71, 95–112.CrossRef

Deligonul, Z. S., Hult, G. T. M., & Cavusgil, S. T. (2008). Entrepreneuring as a puzzle: an attempt to its explanation with truncation of subjective probability distribution of prospects. Strategic Entrepreneurship Journal, 2, 155–167.CrossRef

De Soto, H. (2000). The mystery of capital: Why capitalism triumphs in the west and fails everywhere else. New York: Basic Books.

Drucker, P. (1954). The practice of management. New York: Harper & Row.

Drucker, P. (1985). Innovation and entrepreneurship. New York: Harper & Row.

Dyer, J. H., Gregersen, H. B., & Christensen, C. (2008). Entrepreneur behaviors, opportunity recognition, and the origins of innovative ventures. Strategic Entrepreneurship Journal, 2, 317–338.CrossRef

Eckhardt, J. T., & Shane, S. A. (2003). Opportunities and entrepreneurship. Journal of Management, 29, 333–349.CrossRef

Felin, T., & Zenger, T. R. (2009). Entrepreneurs as theorists: on the origins of collective beliefs and novel strategies. Strategic Entrepreneurship Journal, 3, 127–146.CrossRef

Gaglio, C. M., & Katz, J. A. (2001). The psychological basis of opportunity identification: entrepreneurial alertness. Small Business Economics, 16, 95–111.CrossRef

Garcia, R., & Calantone, R. (2002). A critical look at technological innovation typology and innovativeness terminology: a literature review. Journal of Product Innovation Management, 19, 110–132.CrossRef

Gatignon, H., & Xuereb, J.-M. (1997). Strategic orientation of the firm and new product performance. Journal of Marketing Research, 34, 77–90.CrossRef

Gebhardt, G. F., Carpenter, G. S., & Sherry, J. F. (2006). Creating a market orientation: a longitudinal, multiform, grounded analysis of cultural transformation. Journal of Marketing, 70, 37–55.CrossRef

Griffin, A., & Hauser, J. R. (1993). The voice of the customer. Marketing Science, 12, 1–27.CrossRef

Grinstein, A. (2008). The effect of market orientation and its components on innovation consequences: a meta-analysis. Journal of the Academy of Marketing Science, 36, 166–173.CrossRef

Hanvanich, S., Sivakumar, K., & Hult, G. T. M. (2006). The relationship of learning and memory with organizational performance: the moderating role of turbulence. Journal of the Academy of Marketing Science, 34, 600–612.CrossRef

Hart, S. L. (2005). Capitalism at the crossroads: The unlimited business opportunities in solving the world’s most difficult problems. Upper Saddle River: Wharton School.

Holcomb, T. R., Ireland, R. D., Holmes, R. M., Jr., & Hitt, M. A. (2009). Architecture of entrepreneurial learning: exploring the line between heuristics, cognition and action. Entrepreneurship Theory and Practice, 33, 167–192.CrossRef

Holcombe, R. G. (2003). The origins of entrepreneurial opportunities. Review of Austrian Economics, 16, 25–43.CrossRef

Holmes, R. M., Miller, T., Hitt, M. A., & Salmador, M. P. (2011). The interrelationship among informal institutions, formal institutions and foreign direct investment. Journal of Management, in press.

Hsieh, C., Nickerson, J. A., & Zenger, T. R. (2007). Opportunity discovery, problem solving and a theory of the entrepreneurial firm. Journal of Management Studies, 44, 1255–1277.CrossRef

Huber, G. P. (1991). Organizational learning: the contributing processes and the literatures. Organization Science, 2, 88–115.CrossRef

Hughes, N. & Lonie, S. (2007). M-Pesa: Mobile money for the “unbanked”: Turning cellphones into 24-hour tellers in Kenya. Innovations, Winter and Spring, 63–81.

Hult, G. T. M., Ketchen, D. J., & Slater, S. F. (2005). Market orientation and performance: an integration of disparate approaches. Strategic Management Journal, 26, 1173–1181.CrossRef

Hurley, R. F., & Hult, G. T. M. (1998). Innovation, market orientation, and organizational learning: an integration and empirical examination. Journal of Marketing, 62, 42–54.CrossRef

Hutto, A. (1992). Exploring why manufacturers implement channel design innovations. In R.L. King (Ed.), Proceedings (pp. 337–340). Southern Marketing Association.

Im, S., & Workman, J. P. (2004). Market orientation, creativity, and new product performance in high-technology firms. Journal of Marketing, 68, 114–132.CrossRef

Ireland, R. D., Hitt, M. A., & Sirmon, D. G. (2003). A model of strategic entrepreneurship: the construct and its dimensions. Journal of Management, 29, 963–989.

Ireland, R. D., Tihanyi, L., & Webb, J. W. (2008). A tale of two politico-economic systems: implications for entrepreneurship in Central and Eastern Europe. Entrepreneurship Theory and Practice, 32, 107–130.CrossRef

Ireland, R. D., & Webb, J. W. (2007). A cross-disciplinary exploration of entrepreneurship research. Journal of Management, 33, 891–927.CrossRef

Jaworski, B. J., & Kohli, A. K. (1993). Market orientation: antecedents and consequences. Journal of Marketing, 57, 53–70.CrossRef

Jaworski, B., Kohli, A. K., & Sahay, A. (2000). Market-driven versus driving markets. Journal of the Academy of Marketing Science, 28, 45–54.CrossRef

Jepperson, R. L. (1991). Institutions, institutional effects, and institutionalism. In W. W. Powell & P. J. DiMaggio (Eds.), The new institutionalism in organizational sociology (pp. 143–163). Chicago: University of Chicago Press.

Johnson, T. J., & Kaplan, R. S. (1987). Relevance lost: The rise and fall of management accounting. Cambridge: Harvard Business School Press.

Joshi, A. W. (2010). Salesperson influence on product development: insights from a study of small manufacturing organizations. Journal of Marketing, 74, 94–107.CrossRef

Kaish, S., & Gilad, B. (1991). Characteristics of opportunities search of entrepreneurs versus executives: sources, interests, general alertness. Journal of Business Venturing, 6, 45–61.CrossRef

Karnani, A. (2007). The mirage of marketing to the bottom of the pyramid: how the private sector can alleviate poverty. California Management Review, 49(4), 90–111.

Ketchen, D. J., Hult, G. T. M., & Slater, S. F. (2007). Toward greater understanding of market orientation and the resource-based view. Strategic Management Journal, 28, 961–964.CrossRef

Khanna, T., & Palepu, K. (1997). Why focused strategies may be wrong for emerging markets. Harvard Business Review, 75(4), 41–51.

Khanna, T., Palepu, K., & Sinha, J. (2005). Strategies that fit emerging markets. Harvard Business Review, 83(6), 63–76.

Kirca, A. H., Jayachandran, S., & Bearden, W. O. (2005). Market orientation: a meta-analytic review and assessment of its antecedents and impact on performance. Journal of Marketing, 69, 24–41.CrossRef

Kirmani, A., & Rao, A. R. (2000). No pain, no gain: a critical review of the literature on signaling unobservable product quality. Journal of Marketing, 64, 66–79.CrossRef

Kirzner, I. M. (1980). The primacy of entrepreneurial discovery. In A. Seldon (Ed.), The prime mover of progress: The entrepreneur in capitalism and socialism (pp. 1–30). London: The Institute of Economic Affairs.

Kistruck, G.M. & Beamish, P.W. (2009). Comparative institutional arrangements of social intermediation in developing countries. Presented at the Academy of Management Meetings: Chicago, Il.

Kistruck, G. M., & Beamish, P. W. (2010). The interplay of form, structure, and embeddedness in social intrapreneurship. Entrepreneurship Theory and Practice, 34(4), 735–761.CrossRef

Kistruck, G.M., Webb, J.W., Sutter, C., & Ireland, R.D. (2010). Microfranchising in base-of-the-pyramid markets: Institutional challenges and adaptations to the franchise model. Presented at Alleviating Poverty through Entrepreneurship Summit: Columbus, OH.

Kohli, A. K., & Jaworski, B. J. (1990). Market orientation: the construct, research propositions, and managerial implications. Journal of Marketing, 54, 1–18.CrossRef

Krasnikov, A., & Jayachandran, S. (2008). The relative impact of marketing, research-and-development, and operations capabilities on firm performance. Journal of Marketing, 72, 1–11.CrossRef

Lafferty, B. A., & Hult, G. T. M. (2001). A synthesis of contemporary market orientation perspectives. European Journal of Marketing, 35, 92–109.CrossRef

Leiponen, A., & Helfat, C. E. (2010). Innovation objectives, knowledge sources, and the benefits of breadth. Strategic Management Journal, 31, 224–236.

Leonard-Barton, D. (1995). Well springs of knowledge: Building and sustaining the sources of innovation. Boston: Harvard University Press.

Li, T., & Calantone, R. J. (1998). The impact of market knowledge competence on new product advantage: conceptualization and empirical examination. Journal of Marketing, 62, 13–29.CrossRef

Lodish, L. M., Morgan, H. L., & Kallianpur, A. (2001). Entrepreneurial marketing: Lessons from Wharton’s pioneering MBA course. New York: Wiley.

London, T., & Hart, S. L. (2004). Reinventing strategies for emerging markets: beyond the transnational model. Journal of International Business Studies, 35, 350–370.CrossRef

Lumpkin, G. T., & Lichtenstein, B. B. (2005). The role of organizational learning in the opportunity-recognition process. Entrepreneurship Theory and Practice, 29(4), 451–472.CrossRef

Maltz, E., & Kohli, A. K. (1996). Market intelligence dissemination across functional boundaries. Journal of Marketing Research, 33, 47–61.CrossRef

Matsuno, K., Mentzer, J. T., & Ozsomer, A. (2002). The effects of entrepreneurial proclivity and market orientation on business performance. Journal of Marketing, 66, 18–32.CrossRef

Miles, M. P., & Arnold, D. R. (1991). The relationship between marketing orientation and entrepreneurial orientation. Entrepreneurship Theory and Practice, 15, 49–65.

Minniti, M., & Bygrave, W. (2001). A dynamic model of entrepreneurial learning. Entrepreneurship Theory and Practice, 25(3), 5–16.

Mohr, J. J., & Sarin, S. (2009). Drucker’s insights on market orientation and innovation: Implications for emerging areas in high-technology marketing. Journal of the Academy of Marketing Science, 37, 85–96.CrossRef

Morris, M. H., & Paul, G. W. (1987). The relationship between entrepreneurship and marketing in established firms. Journal of Business Venturing, 2, 247–259.CrossRef

Narver, J., & Slater, S. F. (1990). The effect of a market orientation on business profitability. Journal of Marketing, 54, 20–35.CrossRef

Narver, J. C., Slater, S. F., & MacLachlan, D. L. (2004). Responsive and proactive market orientation and new-product success. Journal of Product Innovation Management, 21, 334–337.CrossRef

North, D. C. (1990). Institutions, institutional change and economic performance. New York: Cambridge University Press.

Olson, E. M., Walker, O. C., & Ruekert, R. (1995). Organizing for effective new product development: the moderating role of product innovativeness. Journal of Marketing, 59, 48–62.CrossRef

Ostrom, E. (2005). Understanding institutional diversity. Princeton: Princeton University Press.

Ozgen, E., & Baron, R. A. (2007). Social sources of information in opportunity recognition: effects of mentors, industry networks, and professional forums. Journal of Business Venturing, 22, 174–192.CrossRef

Politis, D. (2005). The process of entrepreneurial learning: a conceptual framework. Entrepreneurship Theory and Practice, 29(4), 399–424.CrossRef

Prahalad, C. K. (2006). The fortune at the bottom of the pyramid: Eradicating poverty through profits. Upper Saddle River: Wharton School Publishing.

Prahalad, C. K., & Hammond, A. (2002). Serving the world’s poor, profitably. Harvard Business Review, 80(9), 48–57.

Prahalad, C. K., & Hart, S. (2002). The fortune at the bottom of the pyramid. Strategy and Business, 26, 54–67.

Prahalad, C. K., & Ramaswamy, V. (2004). Co-creation experiences: the next practice in value creation. Journal of Interactive Marketing, 18(3), 5–14.CrossRef

Rindova, V., Barry, D., & Ketchen, D. J. (2009). Entrepreneuring as emancipation. Academy of Management Review, 34, 477–491.CrossRef

Shane, S. (2000). Prior knowledge and the discovery of entrepreneurial opportunities. Organization Science, 11, 448–469.CrossRef

Shane, S. (2003). A general theory of entrepreneurship: The individual-opportunity nexus. Northampton: Edward Elgar.

Shane, S., & Venkataraman, S. (2000). The promise of entrepreneurship as a field of research. Academy of Management Review, 25, 217–226.

Shepherd, D. A., McMullen, J. S., & Jennings, P. D. (2007). The formation of opportunity beliefs: overcoming ignorance and reducing doubt. Strategic Entrepreneurship Journal, 1, 75–95.CrossRef

Sheth, J. N., Sisodia, R. S., & Sharma, A. (2000). The antecedents and consequences of customer-centric marketing. Journal of the Academy of Marketing Science, 28, 55–66.CrossRef

Short, J. C., Shook, C. L., Ketchen, D. A., Jr., & Ireland, R. D. (2010). The concept of ‘opportunity’ in entrepreneurship research: past accomplishments and future challenges. Journal of Management, 36, 40–65.CrossRef

Sinkula, J. M. (1994). Market information processing and organizational learning. Journal of Marketing, 58, 35–45.CrossRef

Sinkula, J. M., Baker, W. E., & Noordewier, T. (1997). A framework for market-based organizational learning: linking values, knowledge, and behavior. Journal of the Academy of Marketing Science, 25, 305–318.CrossRef

Sirmon, D. G., Hitt, M. A., & Ireland, R. D. (2007). Managing firm resources in dynamic environments to create value: looking inside the black box. Academy of Management Review, 32, 273–292.CrossRef

Slater, S. F., & Narver, J. C. (1994). Does competitive environment moderate the market orientation-performance relationship? Journal of Marketing, 58, 46–55.CrossRef

Slater, S. F., & Narver, J. C. (1995). Market orientation and the learning organization. Journal of Marketing, 59, 63–74.CrossRef

Slater, S. F., & Narver, J. C. (1999). Market-oriented is being more than customer-led. Strategic Management Journal, 20, 1165–1168.CrossRef

Slater, S. F., & Narver, J. C. (2000). Intelligence generation and superior customer value. Journal of the Academy of Marketing Science, 28, 120–127.CrossRef

Smith, K. G., & Di Gregorio, D. (2002). Bisociation, discovery, and the role of entrepreneurial action. In M. A. Hitt, R. D. Ireland, S. M. Camp, & D. L. Sexton (Eds.), Strategic entrepreneurship: Creating a new mindset (pp. 129–150). Oxford: Blackwell.

Suchman, M. C. (1995). Managing legitimacy: strategic and institutional approaches. Academy of Management Review, 20, 571–610.

Szymanski, D. M., Bharadwaj, S. G., & Varadarajan, P. R. (1993). Standardization versus adaptation of international marketing strategy: an empirical investigation. Journal of Marketing, 57, 1–17.

Tang, J., Kacmar, K.M., & Busenitz, L. (2010). Entrepreneurial alertness in the pursuit of new opportunities. Journal of Business Venturing, in press.

Troy, L. C., Szymanski, D. M., & Varadarajan, P. R. (2001). Generating new product ideas: An initial investigation of the role of market information and organizational characteristics. Journal of the Academy of Marketing Science, 29, 89–101.CrossRef

Urban, G. L., & Hauser, J. R. (2004). “Listening in” to find and explore new combinations of customer needs. Journal of Marketing, 68, 72–87.CrossRef

van Waterschoot, W., & Van den Bulte, C. (1992). The 4P classification of the marketing mix revisited. Journal of Marketing, 56, 83–93.CrossRef

Venkataraman, S. (1997). The distinctive domain of entrepreneurship research. In J. Katz & R. Brockhaus (Eds.), Advances in entrepreneurship, firm emergence and growth (Vol. 3, pp. 119–138). Greenwich: JAI.

Viswanathan, M., Ritchie, R. & Sridhan, S. (2010). Understanding consumption and entrepreneurship in subsistence marketplaces. Journal of Business Research, in press.

Vorhies, D. W., Morgan, R. E., & Autry, C. W. (2009). Product-market strategy and the marketing capabilities of the firm: impact on market effectiveness and cash flow performance. Strategic Management Journal, 30, 1310–1334.CrossRef

Webb, J. W., Kistruck, G. M., Ireland, R. D., & Ketchen, D. J. (2009). The entrepreneurship process in base of the pyramid markets: the case of multinational enterprise/nongovernment alliances. Entrepreneurship Theory and Practice, 34(3), 555–581.CrossRef

Wood, M. S., & McKinley, W. (2010). The production of entrepreneurial opportunity: a constructivist perspective. Strategic Entrepreneurship Journal, 4, 66–84.CrossRef

World Resources Institute. (2007). The next 4 billion: Market size and business strategy at the base of the pyramid. Washington, DC: World Resources Institute and International Finance Corporation.

Xu, D., & Shenkar, O. (2002). Institutional distance and the multinational enterprise. Academy of Management Review, 27, 608–618.

Yadav, M.S. & MacInnis, D. (2010). Ideas that matter: a dialog on enhancing theory development in marketing. Pre-conference at AMA Summer Educator’s Conference: Boston, MA.

Yoo, B., Donthu, N., & Lee, S. (2000). An examination of selected marketing mix elements and brand equity. Journal of the Academy of Marketing Science, 28, 195–211.CrossRef

Zahra, S. A., Ireland, R. D., & Hitt, M. A. (2000). International expansion by new venture firms: international diversity, mode of market entry, technological learning, and performance. Academy of Management Journal, 43, 925–950.CrossRef

Zhou, K. Z., Yim, C. K., & Tse, D. K. (2005). The effects of strategic orientations on technology- and market-based breakthrough innovations. Journal of Marketing, 69, 42–60.CrossRef

Zott, C., & Amit, R. (2007). Business model design and the performance of entrepreneurial firms. Organization Science, 18, 181–199.CrossRef

Titel: Where is the opportunity without the customer? An integration of marketing activities, the entrepreneurship process, and institutional theory
verfasst von: Justin W. Webb
R. Duane Ireland
Michael A. Hitt
Geoffrey M. Kistruck
Laszlo Tihanyi
Publikationsdatum: 01.08.2011
Verlag: Springer US
Erschienen in: Journal of the Academy of Marketing Science / Ausgabe 4/2011
Print ISSN: 0092-0703
Elektronische ISSN: 1552-7824
DOI: https://doi.org/10.1007/s11747-010-0237-y

Springer Professional

Abstract

Bitte loggen Sie sich ein, um Zugang zu Ihrer Lizenz zu erhalten.

Sie haben noch keine Lizenz? Dann Informieren Sie sich jetzt über unsere Produkte:

Springer Professional "Wirtschaft+Technik"

Springer Professional "Wirtschaft"

Weitere Artikel der Ausgabe 4/2011

Marketing and organization theory: opportunities for synergy

The trade-off of servicing empowerment on employees’ service performance: examining the underlying motivation and workload mechanisms

Toward a theory of the boundary-spanning marketing organization and insights from 31 organization theories

The impact of product market strategy-organizational culture fit on business performance

Institutional pressures and marketing ethics initiatives: the focal role of organizational identity

Exploring CRM effectiveness: an institutional theory perspective