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Crafting a competitive advantage: tempering entrepreneurial action with positioning-based values

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dc.contributor.authorBeverland, M.
dc.contributor.authorLockshin, L.S.
dc.date.issued2004
dc.description.abstract<jats:p>The essence of entrepreneurship is “effectual action”. Researchers at the entrepreneurial/marketing interface suggest that small firms adapt marketing theory to their needs, undertaking a range of emergent actions in response to day‐to‐day events and problems, without recourse to formal planning or research. By way of contrast, brands require guided action, in order to build a sustainable position in the marketplace, while research also reveals that small specialist firms increase their chance of failure if they undertake a range of unguided actions that lead to niche drift. Based upon an in‐depth case study, identifies that SMEs do benefit from constant actions, but only if guided by a strong set of positioning values, which are diffused into an organisational culture, primarily via the actions of the leader.</jats:p>
dc.identifier.citationQualitative Market Research, 2004; 7(3):172-182
dc.identifier.doi10.1108/13522750410540182
dc.identifier.issn1352-2752
dc.identifier.urihttps://hdl.handle.net/1959.8/26854
dc.language.isoen
dc.publisherEmerald
dc.rightsCopyright status unknown
dc.source.urihttps://doi.org/10.1108/13522750410540182
dc.subjectentrepeneurialism
dc.subjectniche marketing
dc.subjectstrategic management
dc.titleCrafting a competitive advantage: tempering entrepreneurial action with positioning-based values
dc.typeJournal article
pubs.publication-statusPublished
ror.mmsid9915913229301831

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