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The entrepreneurial marketing paradigm is open to several interpretations. One such is that we should consider, in particular, the behaviour of small firms, and in particular, small entrepreneurial firms; another interpretation is to argue for the building of a completely new, and substantive, paradigm that builds upon, for example personal contact network development and focuses upon marketing activity being compressed, non‐linear in outlook and application, and informal. In this article the author asks a fundamental question highly pertinent to the developing subject of marketing within small firms. Is conventional marketing theory and practice from the “classical school” applicable to all types of organisations no matter what their size, or do smaller firms need a different sort of marketing, more suited to their particular needs? The paper concludes that in many cases the central core hub of marketing that has become known as the classicist philosophy of strategic marketing management (see Brennan, Baines, and Garneau, 2003) is appropriate and can often be employed to the smaller enterprise with beneficial commercial effects. However there may be some reluctance on the part of small firms to accept the notion that conventional marketing is of particular use. The author hopes that this short paper will provoke a subsequent debate about the current “state of play” concerning the entrepreneurial marketing paradigm.

The goal of this paper is to provide leadership and guidance to scholars interested/working on the marketing/entrepreneurship interface (MEI) and those in the related fields of marketing and entrepreneurship, and drive the research agenda through the use of collective intelligence. As such, this research note aims to publicize the research priorities gathered from the collective wisdom of the field.

Questionnaires and interviews were utilized to gather information in multiple stages.

A three‐tier structure of research priorities was identified. The authors hope that accomplishments and progress towards these research priorities will be documented in the next iterations of an ongoing effort for gathering, updating, publicizing, and utilizing MEI research priorities.

This research note presents the MEI research priorities for 2010‐2012 in a three‐tier structure, describes the motivation for the initiative, the process used to construct the research priorities, and expected outcomes.

The purpose of this paper is to evaluate an alternative methodological approach to researching international entrepreneurship which mirrors the creativity of successful entrepreneurial organisations.

The biographical approach discussed overcomes the pervasive linear thinking found in the wider management discipline. Successful entrepreneurial practice is anything but linear. This notion is embraced in the consideration of a methodology which mirrors its non‐linear path.

A biographical approach constructs richer and deeper data which would otherwise remain undiscovered. It allows for a more flexible approach to research. Triangulation with the more usual methods of survey work and in‐depth interview ensures that quality and rigour are maintained throughout.

Research which adopts a more considered, critical perspective is limited in international entrepreneurship. There is evidence that critical entrepreneurship researchers are embracing alternative methodologies such as narrative, discursive and literary approaches which complement and challenge existing dominant thinking.

Up to now, many practitioners have felt that researchers do not listen sufficiently to their stories of success and failure and that there is a lack of meaningful engagement with them. The approach discussed here helps to improve the relationship between researcher and researched.

Following more creative approaches such as those espoused in this paper, can help to facilitate more meaningful interaction between the researcher and the biographical subject.

This paper considers the mutually advantageous relationship that can exist between the University and the SME sectors. Such a relationship is explored through the notion of the Marketing/Entrepreneurship paradigm. The author shares good practice through drawing upon their experience of developing and running shared SME and University programmes.

This study seeks to address a gap in the literature by investigating product management (PM) as a set of firm‐level activities, distinct from the behaviours embedded within the market orientation (MO) construct. This research establishes PM as a set of organizational activities, which lie at the boundary between the traditional functions of the firm.

A model is proposed and tested using a heterogeneous sample of 316 Canadian small and medium‐sized enterprises, where PM mediates the relationship between MO and firm performance. Data were analyzed using a partial least squares, structural equation model.

PM behaviour is found to fully mediate the MO – firm performance relationship. Two of the three PM constructs, namely channel analysis/support and market/technical integration account for this effect.

These results support the PM literature, which infers that more emphasis on external boundary spanning activities and internal coordination should positively influence firm performance. Limitations include the heterogeneous nature of the sample, time frame and geographic bias.

Managerial implications include the establishment of an empirical link between PM practices and how firms ultimately perform. This could assist practitioners in enhancing coordination activities between the marketing and technological factions within the organization.

This research establishes PM as a set of activities, which lie at the boundary between the traditional functions of the firm. These activities are found to fully mediate the MO – firm performance relationship and introduce the hereto untested link between PM and firm performance.

This paper discusses methodological issues relevant to research at the marketing/entrepreneurship interface. Based on analysis of 352 papers published in the proceedings of the annual International Symposium on Research at the Marketing/Entrepreneurship Interface, the paper highlights the importance of contextual issues in interface studies, the role of qualitative and mixed method designs, and the need for further cross‐national investigations.

A group of researchers met in Charleston, South Carolina, USA to discuss the past and future of the marketing/entrepreneurship interface. The purpose of this paper is to summarize main discussions from the three‐day summit.

Roughly 16 hours of presentations and discussions were digitally recorded. The lead author reviewed the recordings making copious notes, which were organized into 17 themes for further analysis. Future research directions based on discussion around the most poignant themes are reported.

The paper presents nine categories of discussions around the interface including: the four research perspectives; “the future is in the past;” marketing; entrepreneurship; small business marketing; entrepreneurial marketing; practical significance; context of research; and modeling.

Throughout the nine sections, this paper highlights considerations for future research. It suggests that scholars conducting research at the interface consider the theoretical perspective of their research to improve collective theory building and better positioning. It suggests that scholars also consider the firm and industry context of their empirical research. Finally, it suggests a number of research questions.

The paper suggests that during the research design phase, scholars make efforts to consider the practical significance that will result from their research. In particular, they should consider that research in start‐ups (all businesses start somewhere) and small businesses (the vast majority of all enterprises) can have widespread impacts.

This paper provides a unique approach to conceptually organizing marketing/entrepreneurship interface research and provides an abundant source of ideas for future research.

Discusses the emergence of qualitative research in the context of research at the marketing/entrepreneurship interface. Debates which qualitative methods for data collection and analysis are relevant to research in this area. In consideration of this, discusses three topical approaches to research: applying the principles of grounded theory; utilizing computer software in data analysis and theory development; and developing a “stream” of research, combining various qualitative and quantitative methods. Drawing on the logic of the “stream” of research, offers a radical approach which reflects the intuitive research process employed by entrepreneurs. Argues that this might be adopted for qualitative academic research.

Previous work by the author has focused on examining the limitations of the marketing concept and its associated frameworks, processes and prescriptions focusing on a planned, strategic, linear, lower risk future for the firm. Emerging research has shown that such frameworks are now dated, despite being continually taught at business schools. Recent research at the interface between Marketing and Entrepreneurship has shown that, as a result of the inadequacies identified, there is hope for the entrepreneurial marketer (practitioner and academician alike) through the generation of alternative perspectives, and ultimately the formation of competing paradigms of marketing enquiry. Small firm marketing research shows that theories of networking, creativity, opportunity recognition and word of mouth marketing are much more valid in terms of their explanation and understanding of how such a firm behaves, rather than to endeavour to fit the square pegs of traditional marketing theory into the dynamic holes of the smaller firm operating environment. Drawing on alternative methodologies from outside the realms of marketing, this paper presents some thoughts on the merits of embracing the philosophy of researchers and practitioners in the arts and other creative fields in order to reach a more valid understanding of smaller firm behaviour.

Based upon a study of between fifty to sixty case examples of new venture start‐ups, the author presents a screening procedure for entrepreneurs to use when evaluating whether a proposed low‐budget marketing strategy for a new venture shows promise of being successful. The procedure consists of four sets of screening conditions. A well‐designed marketing strategy should have a reasonably good chance of being successful if it (1) will tightly integrate the product/service and price offerings, the intended distribution method, and the intended promotion plan with the new venture’s designated target market, (2) will encounter no serious marketing strategy execution difficulties which cannot be resolved, (3) uses marketing concepts which can be executed with a small marketing budget, and (4) displays three characteristics believed to be strongly associated with marketing strategies that are successful over the long term.