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Despite the importance of marketing to the success of entrepreneurial ventures very few researchers have studied the links with new business performance. The purpose of this paper is to examine a number of marketing practices in relation to the performance of new firms. Furthermore, the study considers the moderating influence of market competitiveness on the marketing practice-performance relationship.

Both postal and web surveys were utilized to collect responses from 128 entrepreneurs in the early stages of business creation. The data were subjected to exploratory and confirmatory factory analyses to establish the marketing practices in new ventures. These results were then subjected to hierarchical regression analysis to study the marketing-performance relationship. Further analysis was conducted to explore the moderation hypotheses.

The results demonstrate that some practices generally associated with marketing – selective distribution, market segmentation and advertising – have limited impact on performance in new ventures. In contrast, other practices such as product/service innovation, market research and service quality and functionality – do help establish competitive advantage. The results suggest that marketing practices associated with “entrepreneurial behaviour” and not “hard” marketing techniques drive new venture success. The results also support the moderation hypotheses confirming that market conditions help explain the role of marketing in new venture success.

The paper offers a new theoretical framework to better understand the marketing-performance relationship in new ventures and offers suggestions as to the specific conditions for effective use of various marketing practices.

This is one of the first attempts to explore the underlying mechanisms that support marketing practices in new ventures. It reveals the hidden dimensions of the marketing-performance relationship and thereby makes a contribution to both the marketing and entrepreneurship literatures.

The purpose of this paper is to investigate the effect of different types of networking, namely, business networking, financial networking and political networking, on the performance of new ventures and the extent to which competitive advantage influences the process.

Data were collected through a structured questionnaire using sample size of 319 newly established ventures in Pakistan – an emerging economy. The hypotheses were tested with structural equation modeling by using AMOS 21.

Results of the study indicate that business networking, financial networking and political networking significantly and positively contribute to new ventures performance and competitive advantage. Results also show that competitive advantage is a strong mediator between financial networking and new venture performance, as well as between business networking and new venture performance, respectively. However, in case of relationship between political networking and new venture performance, competitive advantage plays only a partial mediating role.

The study suggests that the owners and managers of new ventures should devote considerable efforts to developing all the three types of networks; in particular these networks are important for newly established ventures operating in emerging markets to access resources and to enhance performance.

Extensive review of available literature indicates that this is the first paper to assess the impact of networking on new ventures’ performance with a mediating role of competitive advantage. This study contributes to the existing literature through empirical evidence.

The purpose of this paper is to examine the impact of small loans on new firm performance using data from the second Panel Study of Entrepreneurial Dynamics, a large longitudinal data set of new firms in the USA. Contrary to prior research which suggests that small or microloans primarily benefit entrepreneurs who experience disadvantages in the marketplace, the findings revealed no significant differences in loan source or loan amount by gender, ethnicity, or employment status during the early years of the firm. The findings did reveal, however, that the motivations (push vs pull) of the entrepreneur were a determinant of loan source. From this, the authors begin to develop a theory of financial bricolage based on the premise that small loans secured at key points in time can make a significant difference on firm performance for all types of entrepreneurs, not just those who have traditionally be classified as “disadvantaged.”

The data for this study was taken from the Panel Study on Entrepreneurial Dynamics (PSED II). The authors focussed on business performance measures over the six years of that study to reassess existing findings on relationships between microfinance and underperformance, especially among women, ethnic and unemployed entrepreneurs, from a financial bricolage perspective. Specifically, the authors will assess the impact of small or microloans on business performance over time by tracking the role of financial sources, amount of money borrowed, background characteristics, and motivation to start a business (i.e. push or pull).

The results also revealed no significant difference by gender, ethnicity, or employment status in the source of amounts of small loans secured during the first two years of the businesses. Thus, consistent with the theory of financial bricolage, all types of entrepreneurs engaged in seeking out small loans during the early years of their businesses’ existence.

Although using the PSED II has many advantages, it is not protected from methodological pitfalls. One such potential disadvantage is the fact that this database allows the authors to understand the development of US-based nascent entrepreneurs, but overlooks other countries. Future research efforts should be focussed on surveying nascent entrepreneurs from other countries and cultures to expand the understanding of the relations between small loans and financial sources on business performance worldwide. This could be most useful for intensifying research in regions that generate more push and/or pull entrepreneurs. A second disadvantage inherent in the PSED is that interviews in follow-up surveys may have become impossible over time, resulting in missing data. In addition, the reasons for being unable to reach interviewees are not always clear. In the entrepreneurial realm, these reasons have a great impact on the understanding of the development of new businesses. Interviewees’ businesses may have gone bankrupt, merged with other firms and thus changed contact details, gone global and therefore left the country, etc. (Delmar and Shane, 2003); these could bias the results. A final potential weakness in the PSED is that the data are based on entrepreneurs’ self-reports which are known to be prone to many kinds of response bias.

By offering practical education aimed at enhancing the financial performance of entrepreneurs, the authors believe that they can meet the challenges posed by the research (e.g. Du Rietz and Henrekson, 2000; Parker, 2004; Pfeiffer and Reize, 2000; Reynolds et al., 2002) on performance gaps between entrepreneurs with different background characteristics and those embarking on entrepreneurship with different motivations (push vs pull). In line with the financial bricolage theory, the results may aid governmental bodies, educational and academic institutions oriented toward entrepreneurs, and small businesses, in constructing programs that will train entrepreneurs to be attentive to the diverse range of potentially available resources, including small loans and different financial sources.

The research challenges the necessity-opportunity simplistic categorization and builds upon prior work in the field of bricolage, or the practice of “making do with whatever is at hand,” to begin developing a theory of “financial bricolage.” It is the contention that all new businesses are resource-constrained due to challenges posed by asymmetric information. Thus, new businesses, in general, do not have access to a full range of funding alternatives. In light of this, small loans may be critical for the survival and success of not only necessity-based businesses but opportunity-based businesses as well. The results and findings bear this out.

Despite many efforts within organizations toward business process orientation (BPO), research on real-world experiences remains in its infancy. The purpose of this paper is to redress the existing knowledge gap by analyzing a Swedish public housing company that has made notable effects regarding BPO and to explore lessons learned from the BPO journey (from 1998 to 2013).

The point of departure is principles in the BPO foundation, principles of successful BPM and effects in empirically based literature. The reconstruction of the narrative case study describes milestones and critical junctions, as well as effects based on quantitative and qualitative data.

Effects in BPO are demonstrated in terms of higher customer satisfaction, increased innovative ability, improved operational performance, higher employee satisfaction and, as a result of these, increased profitability. Theoretical constructs with implications for the theory building on BPO are suggested in a three-layer management framework – with capabilities and abilities emerging from the case study used as an illustrative example.

Lessons are learned regarding critical practices related to advancement in BPO. A strategy-building process based on eight design propositions is suggested to define the pre-conditions for BPO in an organization.

This is the first longitudinal case study to provide a comprehensive view and detailed insights of a BPO journey and top management performance toward a business process-oriented organization. Practitioners and BPM community get valuable insights into how the temporality and the context shape the BPO maturity process in terms of new organizational structure and roles during the journey.

This study seeks to address three research questions: how technology capability impact business performance? Does the linkage between technology capability and business performance depend on specific contexts? Why do some high‐tech firms of strong technological capability fail?

The paper draws on various theoretical perspectives to develop hypotheses that propose a direct relationship between technological capability and business performance (both new product development and overall business performance), the mediating role of customer value, the possible moderating effects of business environment and other important contingent factors such as learning orientation. A conceptual framework is devised and tested that examines these relationships in general and in various contexts, which is believed more important and useful for firms to manage their technological capability more effectively.

Findings from high‐tech firms in China confirm the validity of the framework and afford various insights on the role of various contingent factors in the proposed relationships.

The paper provides a framework that examines companies' technological capability relationships.

Previous studies focus on the direct effects of marketing analytics on entrepreneurial performance, but few explore the underlying mechanisms. Drawing on affordance theory, this study explores pathways through new product innovation (NPI) for the effects of marketing analytics on business performance. NPI is a market-based innovation concept comprising customer- and competitor-driven NPD and incremental innovation.

Using survey data collected from UK-based entrepreneurial firms operating in the IT and telecoms industries, we apply confirmatory factor analysis and a sequential structural equation model to test the mediating role of NPI in the effect of marketing analytics on market performance and financial performance.

The results show that marketing analytics enhances business performance through competitor-driven but not customer-driven NPD. Although using marketing analytics to generate customer knowledge for existing product innovation may enhance market performance, this positive effect becomes negative when competitor-driven NPD is undertaken to improve existing product innovation.

This study makes significant contributions to the innovation and NPD literature. It delves deeper into the existing view on the positive contributions of customer engagement to business value creation, revealing the significance of competitor knowledge to enhance business performance through marketing analytics, particularly in the context of IT and telecoms entrepreneurial firms.

This paper, anchored in the resource‐based view of the firm, attempts to develop linkages between firm‐level resources, Porter's competitive strategy space and firm performance and explores them in the context of a new industry – the marketing technology industry.

In the marketing technology industry the authors classify resource configurations (generalists, specialists, innovators) which group firms with distinctive competences on similar resource dimensions. They then map these firm‐level resource configurations onto their respective optimal strategies in the industry's competitive strategy space.

The major findings are: some firms that are close together in strategy space vary in performance; some firms that are close together in strategy space belong to quite different resource configurations; firms that belong to the same resource configuration (i.e. are close together in resource space and distant from others) vary in performance; given the origin (i.e. resource configuration) of a new entrant there exists an optimal strategy that can be theoretically defined; and corresponding to each resource configuration there seems to exist a unique optimal region in strategy space.

It is one of few attempts to empirically explore the parallels between firm level resource‐based and industry level competitive strategies.

Refers to the increasing interest in the development of theoretical frameworks in the area of performance measurement. Companies have used them as a way of testing different business policies and strategies as well as measuring their performance. Literature shows that these frameworks are not providing an effective and robust measurement system, which is needed more than before in today’s dynamic market. For example, the existing frameworks do not relate to the actual strategies in place and none of them can be considered generic, which makes any attempt of integrating performance measurement virtually impossible. Discusses this problem and puts forward a solution. Describes briefly a proposed framework and explains in more detail a computer‐based system to select performance measurement to support the implementation process of this framework.

The purpose of this paper is to examine innovation in small and medium‐sized enterprises (SMEs), and develop a comprehensive theoretical framework of how innovation occurs, the end result, and impact on business financial performance, focusing on three types of innovations.

The study uses a grounded methodology. Interviews with entrepreneurs from across industries inform the development of the research propositions.

Besides market environment, business and quality aspects, for SMEs innovation is driven by a desire to be successful, and improve working conditions. Positive outcomes of innovation include an enhancement of SMEs' reputation and image, an increase in operational efficiency and cost benefits, resulting in a better business financial performance, recruitment of a more skilled workforce, and greater in‐house expertise leading to further innovation. The negative outcomes of innovation relate to management, operational issues, and financial risks; including costs, uncontrollable business growth, companies' image and reputation loss, employees and customers' issues as well as health, safety, and environmental impacts. Further hypotheses emerge from executives' interviews, regarding specific outcomes of new product development, process innovation, and new ways of working.

Future research is required to examine how negative outcomes can be managed overall, and specific to types of innovation, as well as determining the financial cost and benefit of having a company‐wide innovation.

This study contributes to the theoretical basis for understanding organisational innovation in SMEs. The proposed framework is focused and comprehensive, enabling a better understanding of innovation.

Although the business model (BM) has become a top priority in management research, existing literature still offers a confusing and partial picture about how to leverage BM designs for new product development (NPD) because of two limitations. First, research has paid little attention to different BM designs' effects on NPD performance. Second, few empirical studies have examined the moderating roles of firms' learning capabilities, such as big data analytics capabilities (BDA capabilities). This study aims to investigate the effects of BM novelty design and BM efficiency design on NPD performance and the ways in which BDA capabilities moderate these effects.

A literature review provides the model and hypotheses. Using a sample of 208 Chinese firms, the authors conducted an empirical test following multiple regression analysis.

The results demonstrate that BM novelty design has a positive effect on NPD performance while BM efficiency design takes the form of an inverted U-shape. Moreover, BDA capabilities (i.e. BDA technology capability and BDA management capability) have complicated moderating effects on BM novelty design- and BM efficiency design-NPD performance relationships.

The results may be affected by both the context (solely in China) and type (cross-sectional) of the data set. This study has explored the moderating effects of BDA capabilities, further studies considering other significant practices such as social media usage, could yield richer insights that would help validate the results of this study.

First, we suggest that managers should be explicitly aware of the different impacts of BM novelty design and BM efficiency design on NPD performance. Second, this study encourages managers to build relevant BDA capabilities to work with BM designs to improve NPD performance.

This is one of the first studies to investigate BM designs' complicated influences on NPD success and explore BDA capabilities' moderating effects on the BM design-NPD performance linkage.