Anatomy of entrepreneurial marketing

Abstract

The motivation for this special issue came from the growing attention and debate on what constitutes Entrepreneurial Marketing (EM). Research in EM was first pursued collectively by the Special Interest Group of the American Marketing Association about three decades ago. Recently, there is widespread recognition of the significance of entrepreneurship and innovation to marketing, and indeed the importance of marketing in successful entrepreneurship. Whereas many scholars view that EM is more suitable for small and medium enterprises (SMEs), there is also now a growing recognition of the important role of entrepreneurs in any marketing activities including at the corporate, community and social level. In light of this, it is not surprising that the government, industry and academics are recognising the contribution of EM to explain a range of issues. Although entrepreneurship and marketing are individually acknowledged as a major element in improving firm performance, their dynamics are still an area with limited theory and empirical work being undertaken. These issues have been highlighted in many international marketing and entrepreneurship conferences in the last 10 years. Indeed this special issue was proposed after EM special sessions held at the 2013 AMS WMC (Academy of Marketing Science World Marketing Congress) in Melbourne and ANZMAC 2013 (Australia and New Zealand Marketing Association Conference) in Auckland, New Zealand. The collection of papers presented in this Special Edition of Journal of Strategic Marketing was selected from the papers submitted at the close of the call for papers and following double blind review process. From the review process, authors of five submissions were selected and compiled into this [special issue on the Anatomy of Entrepreneurial Marketing]. It is our intention that this special issue becomes a valuable resource for both scholars and practitioners alike.

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Erratum

Acknowledgements

First, we sincerely thank Dr Carolyn Strong and Professor Nigel Piercy for supporting this special issue to be published in the Journal of Strategic Marketing. The guidance they provided throughout the process has been valuable in the timely publication of this special issue. Second, we are very grateful and indebted to the pool of reviewers without whose support the special issue would not be possible. Despite the demands on their time, our reviewers unselfishly provided very important reviews with helpful guidance to the editors and authors. Finally, our thanks go to the authors whose scholarly investigations ensure that the wheels of research continue to spin. We believe that the contribution of this volume is both timely and relevant to the field. If our contributions encourage more people to examine the practices of organisations in the areas of EM then the special issue will have been worth the effort.

Notes

This article was originally published with errors. This version has been corrected. Please see Erratum (http://dx.doi.org/10.1080/0965254X.2015.1078116).