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

Peter Whalen, Can Uslay, Vincent J. Pascal, Glenn Omura, Andrew Mcauley, Chickery J. Kasouf, Rosalind Jones, Claes M. Hultman, Gerald E. Hills, David J. Hansen, Audrey Gilmore, Joe Giglierano, Fabian Eggers, Jonathan Deacon

Research output: Contribution to journalArticlepeer-review

43 Citations (Scopus)


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.
Original languageEnglish
Pages (from-to)5-19
JournalJournal of Strategic Marketing
Issue number1
Early online date19 May 2015
Publication statusE-pub ahead of print - 19 May 2015


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


Dive into the research topics of 'Anatomy of competitive advantage: towards a contingency theory of entrepreneurial marketing'. Together they form a unique fingerprint.

Cite this