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Previous research studying larger market-driving businesses argues that successful entrepreneurs intuitively show market-driving capabilities. Even though market-driving is acknowledged as entrepreneurial action and practice, this phenomenon has rarely been studied from a micro-business perspective. Representing more than 40% of all food businesses in Norway, micro-businesses contribute significantly to both value creation and variety in the marketplace, and this study addresses the existing research gap by examining market-driving practices in food micro-businesses in a competitive Norwegian grocery market.

The study employs a multiple-case-study approach with four pioneering food micro-businesses within the Norwegian local food sector. Data collected during in-depth interviews with the individual founder-managers provide insight into understanding market-driving practices through the lens of entrepreneurial orientation.

The findings suggest that food micro-businesses are disrupting the grocery market through their pioneering practices. A three-pillared framework for market-driving practices in food micro-businesses was developed: (1) taking the risk and following their passion, (2) innovativeness led by a passionate personal value proposition, and (3) proactively and perseveringly building a new category.

The study offers a novel attempt to explore and conceptualize market-driving practices in a micro-business context. The findings present a new framework for market-driving contextualized in the local food sector, representing an under-investigated area in micro-business and enterprise development.

The aim of this paper is to examine the relationship between corporate branding and market driving. This is achieved by focusing on key dimensions of brand identity such as brand values and staff behaviours, while acknowledging the role of vision and organisational culture. The links between these brand constituents and the actual activities of the firm in a market are explored through interactions with stakeholders.

This research is based on an in‐depth case study of IKEA at a corporate level and its local market activities in Russia. The single‐case approach is used to generate insights into how corporate branding is related to market driving practices and to identify the mechanisms of market driving in the Russian market.

The corporate brand provides a further source of the “leap” in customer value recognised as a requirement for a market driving approach. Through a case study of IKEA in Russia it is shown that the core values of the brand guide both the behaviour and activities of internal stakeholders and the relationships with external stakeholders, and the interactions between the corporate “global” brand values and local market level activities are explored.

The paper provides insights on the role of a corporate brand as a driving force of market driving from a broad stakeholder perspective.

The purpose of this paper is to extend the literature on market-driven and market-driving management and analyzes the Benetton’s market orientation change from a market-driving to a market-driven orientation. Additionally, this study uses longitudinal data to measure the degree of success of the market-driven orientation.

The study is based on a qualitative case study method and it discusses how Benetton has moved from a market-driving to a market-driven orientation.

The paper analyzes the principal transformations the Benetton Group has gone through to implement a market-driven orientation, including the delocalization of the manufacturing and of trusted suppliers; the downstream integration process; the adoption of a flexible, efficient and responsive logistics; the implementation of a modern information systems infrastructure. Revenues data show that the company has benefited of the new orientation, but only in the short-run. Moreover, the early adoption of the market-driven orientation by competing firms (e.g. Zara) and the economic environment seem to play an influence on the performance of market-driven companies.

The single case study approach may limit the generalizability of the findings. However, this case study is unique and of high importance for managers in different industries.

Although some studies have discussed the benefits of market-driven and market-driving orientations, no study has analysed how companies move from a market-driving to a market-driven orientation. Additionally, existing studies have proved market orientation’s influence on business performance using static measures. This study uses longitudinal data to show the effect of market-driven orientation on a company’s long-term competitive advantage.

Question: From the strategic perspective, what keeps your decision making for all future product, market, or business development on target? Answer: the driving force. This is a description of the classic analytical model in use.

The resource-based view (RBV) emphasises the importance of resources for firm performance. However, recent research argues that the focus on firm performance should also be based on inside-out (IO) and outside-in (OI) capabilities. Specifically, we study the importance of resources on product development (an IO) and market driving (an OI) entrepreneurial marketing capabilities on entrepreneurial firm performance in an emerging market. The study further investigates the moderating effects of marketing agility on the relationship between resources and capabilities.

The study is based on survey data of a multi-industry sample of 102 entrepreneurial firms in Pakistan.

The results show that marketing agility moderates the relationship between resource-mix flexibility on product development and market driving capabilities, but it only positively moderates the relationship between resource-mix inimitability and product development capability. Marketing driving and product development capabilities play a role as parallel mediators between resources and firm performance.

The study lies at the intersection of marketing and entrepreneurship literature by (1) providing a nuanced understanding of marketing agility as a boundary spanning factor for IO and OI entrepreneurial marketing capabilities; (2) integrating the resource types and product development from IO and market-driving from OI capabilities perspectives; (3) identifying the effects of IO and OI on firm performance providing guidance for entrepreneurs seeking improved firm performance.

The purpose of this paper is to explore how a global supplier network can support and contribute to a market driving strategy. Theoretically, the paper contributes by integrating the market driving strategy and the network approach. IKEA is considered one of the leading market driving firms. The paper studies its activities in establishing supplier networks in Russia and Poland.

This is an exploratory study of four suppliers of IKEA in Poland and Russia. Data are collected through 11 in‐depth interviews with IKEA's corporate and middle level managers and with managers and technicians from its suppliers in Russia and Poland. Results are drawn through matrix coding techniques and pattern matching.

Findings confirm IKEA's market driving strategy and how it has been able to restructure the market and successfully develop an efficient supplier network as a part of its market driving strategy.

Market driving approach has been suggested as a more pro‐active form of market orientation. It is characterised by an ability of the firm to shape the market conditions, to influence customers and offer completely new value propositions through its unique business process.

Ambidexterity’s effects on exploration and exploitation have been widely studied in the innovation literature. However, to date, no studies have determined how combining or balancing the two strategic marketing foci may improve new product performance outcomes. This is an important issue in emerging markets, which have considerable potential to introduce new products, given the rising affordability and intense competition between Western and local firms. These challenges compel managers to offer new products and solutions in these markets. However, firms may adopt different strategic marketing foci for new product development. Using Pakistan as an emerging-market context, this paper aims to provide novel insights into how managers can choose the right balance of a customer-driving versus customer-driven strategy to optimise new-product performance.

A multi-industry approach surveyed senior strategy managers (N = 106) of Pakistani businesses.

Using polynomial regression and surface test analyses, the findings showed that balancing the two strategies influenced new-product performance more than either strategy alone. Surprisingly, the imbalance of greater customer-driving over customer-driven strategy or vice versa did not improve new-product performance. Moreover, new-product performance was greater when the level of balance was higher compared to when it was lower.

Grounded in behavioural and strategic adaptation theory, this study extends ambidexterity’s theoretical foundations in marketing by empirically determining the optimal balance of an orientation and performance implication model. The findings can assist emerging market managers in choosing the right balance and combination of the two strategies for better performance of new products.

This study investigates how firms can influence political actors on emerging markets through their network partners in order to support a market-driving strategy. On emerging markets, political actors typically play a more central role than is the case on mature western markets. However, most firms do not have the understanding of or influence upon political actors in emerging markets that is required to interact with them directly. Consequently, gaining the support of different network partners will be essential. We discuss how network collaborators may manage political factors in order to influence four different dimensions of the market-driving strategy. We have conducted in-depth case studies of two Swedish firms and their activities in India. Based upon this we develop a conceptual model and discuss how a firm can collaborate with partners in order to influence political actors proactively as well as to reactively reduce harmful effects of political decisions.

The purpose of this paper is to examine the role of social marketing programs in preventing drunk driving, and how protection motivation theory (PMT) can be used to create effective anti drunk driving communications.

Communication and program materials aimed at reducing drunk driving were identified and gathered from English‐language websites from the USA, Canada, UK, Australia, and New Zealand, and a qualitative review was conducted.

The review provides a description of the key themes and messages being used in anti drunk driving campaigns, as well as target population, campaign components, and sources of funding. A key facet of this review is the examination of the use of PMT in social marketing campaigns designed to prevent drunk driving.

The review presents social marketing campaigns aimed at preventing drunk driving in English‐speaking countries, and shows that PMT can be successfully used in this context. The paper provides a guide for future initiatives, as well as recommendations for social marketing practitioners.

Prior research acknowledges the lack of theorizing of markets within marketing. This paper aims to capture the emerging themes linked to different conceptualizations of the market and provide a language system for theorizing the market.

The paper conducts a bibliometric analysis of 177 articles and 22 keywords and adopts Mele et al.’s (2015) market conceptualization to interpret the results.

The bibliometric analysis detects five thematic clusters: market driving, market exchange, market shaping, market practices and macro-marketing. Based on their degrees of relevance and development, these are arranged into two groups. The analysis of these two language systems shows a shift toward a more comprehensive conversation on how the market is conceptualized. The authors synthesize this shift under the expression “from market driving to market shaping.”

The comparison of the two language systems allows the argument that market is a complex concept and that to understand it necessitates a rich set of terms.

The different ways of conceptualizing the market mean that managers face a choice when analyzing their market situations (what language system to use). This choice will be consequential for their subsequent actions.

This paper contributes to the identification of two rival language systems and narratives: market driving and market shaping.