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The aims of this module are to explore the boundaries of extant research at the marketing/entrepreneurship interface and to examine emerging aspects of entrepreneurial marketing management decision-making, particularly within small to medium sized enterprises. The module challenges the relevance of established marketing models in an entrepreneurial context. It examines whether a basis for developing new thinking at the marketing/entrepreneurship interface exists that better explains marketing practice in such a context and indeed beyond.


  • Develop new insights to and understanding of the practice of marketing within an entrepreneurial context, including new business venturing, the growth-oriented firm and the social enterprise
  • Critical evaluation of the extant theories and concepts, but particularly at the marketing and entrepreneurship interface, including marketing management in circumstances of rapid innovative change, limited resources, including incomplete information and competitive challenges
  • Develop insights to and understanding of inspirational leadership guided by entrepreneurial marketing practice within different contexts, including, for example, new business venturing, growing businesses and social enterprise
  • Demonstrate skills in effective communication using a variety of media and in managing circumstances defined by creative, innovative and entrepreneurial actions


Due to the extraordinary circumstances arising from the current threat posed by the Coronavirus this module will be presented in an on-line version. Necessarily the learning outcomes and the assignment has been revised. The teaching and learning approach to presenting this module will place a greater focus on the programme-participant and independent learning and study is emphasised.


  1. Introduction to the module in Entrepreneurial Marketing, (EM) and overview of the programme; challenging traditional models of marketing management within the SME context
  1. Entrepreneurial Marketing, (EM), as a fundamentally entrepreneurial process; exploring the interface between both domains
  1. Understanding the entrepreneurial individual at the centre of the EM process as fundamentally a marketer; combining traits and competencies; Entrepreneurial Marketers and questions about ethics
  1. Opportunity focus: The central role of creativity and innovation in opportunity identification; finding shaping and protecting an entrepreneurial opportunity
  1. An exploration of entrepreneurial resources, Teams, Networks and Networking and plans and planning and the value of ‘effectuation’ principles in business venturing
  1. Exploiting an opportunity, acquiring and managing key financial resources.
  1. The entrepreneurial life cycle; the changing role of the entrepreneur and the challenge to maintain the entrepreneurial effort of the firm in a competitive environment
  1. Beyond the Business Plan; rethinking entrepreneurship and enterprise policy assumptions

Useful texts: (Programme participants are encouraged to review sources beyond the list provided)

  • Ratten, V. (Editor), (2020). Entrepreneurial Opportunities: Economics and Sustainability for Future Growth, Emerald Publishing Ltd, UK
  • Phadke, U. (2019), The Scale up Manual: handbook for innovators, entrepreneurs, teams and firms. World Scientific Publishing, London
  • Edmonds, M. (2018).  Truth. Growth. Repeat: a business manual for Generation Why. Wiley.
  • Blundel, R., Lockett, N. and Wang, C. (2017). Exploring Entrepreneurship, Second edition, Sage Publications
  • Bridge, S., and O’Neill, K. and Martin, F. (2017). Understanding enterprise: entrepreneurship and small business, 5th Edition, Palgrave McMillan
  • Read, S., Sarasvathy, S., Dew, N., and Wiltbank, R. (2017). Effectual Entrepreneurship, Routledge, Routledge. Second edition
  • Bridge, S. (2016). The Search for Entrepreneurship: More Questions than answers. Routledge Focus on Business and Management
  • Nijssen, E.J. (2014). Entrepreneurial Marketing: An effectual approach, Routledge,
  • Stokes, D., and Wilson, N. (2006). Small Business Management and Entrepreneurship, Thomson Publications
  • Carson, D., Cromie, S., McGowan, P. and J. Hill, (1995). Marketing and Entrepreneurship in SMEs: An Innovative Approach, Prentice-Hall International.

Useful research articles; (Programme participants are encouraged to review sources beyond the list provided)

Entrepreneurial Marketing-the Bluebook;

Alqahtani, N. and Uslay, C., (2020). Entrepreneurial marketing and firm performance: Synthesis and conceptual development. Journal of Business Research, 113, pp.62-71.

Sadiku-Dushi, N., Dana, L. and Ramadani, V., (2019). Entrepreneurial marketing dimensions and SMEs performance. Journal of Business Research, 100, pp.86-99.

Franco, M., (2018). Networking as a marketing tool in small companies: a random and informal approach. Journal of Business Strategy, 39(2), pp.47-55.

George, N.M; Parida, V., Lahti, T, and Wincent, J. (2016) A systematic literature review of entrepreneurial opportunity recognition: insights on influencing factors, Vol. 12, (2). June. Pp 309-350

Laukkanen, T; Tuominen, S; Reijonen, H and Hirvonen, S. (2016).  Does market orientation pay off without brand orientation? A study of small business entrepreneurs, Journal of Marketing Management, Vol 32, (7-8), pp 673-694

Whalen, P; uslay, C; Pascal, V.J. Omura, G; McAuley, A, and Kasouf, C. (2016). Anatomy of competitive advantage: towards a contingency theory of entrepreneurial marketing, Journal of Strategic Marketing, Vol. 24(1), pp 5-19

Durkin, M., McGowan, P. and McKeown, N. (2013). Exploring Social Media Adoption in small to medium sized enterprises in Ireland, Journal of Small Business and Enterprise Development, Vol. 20, (4), pp. 716-734

Leitch, C.M., McMullan, C. and Harrison, R.T. (2013). The Development of Entrepreneurial Leadership: The Role of Human, Social and Human Capital, British Journal of Management, Vol. 24, (3). pp.347-365  

Morrish, S. (2011). Entrepreneurial Marketing: A strategy for the twenty-first century? Journal of research in Marketing and Entrepreneurship, Vol. 13, No 2, pp110-119

Raju, P.S., Lonial, S.C. and Crum, M.D. (2011), Market orientation in the context of SMEs: A conceptual framework”, Journal of Business Research, Vol. 64, No. 12, pp. 1320-1326

Harris, L. and Rae, A. (2010), The Online connection: transforming marketing strategy for small businesses, Journal of Business Strategy, Vol. 31 (2), pp4-12

Hills, G.E., Hultman, C.M. and Kraus, S. and Schulte, R. (2010), History, theory and evidence of entrepreneurial marketing–an overview, Int. J. Entrepreneurship and Innovation Management, Vol. 11, No. 1, pp. 3-18

Kraus, S., Harms, R. and Fink, M. (2010). Entrepreneurial marketing: Moving beyond marketing in new ventures. International Journal of Entrepreneurship and Innovation management, Vol. 11, No 1, pp19-34

Andersson, S. and Tell, J. (2009), The relationship between the manager and growth in small firms, Journal of Small Business and Enterprise Development, Vol. 16, No. 4, pp. 586-598

Cardon, M.S., Wincent, J., Singh, J., and Drnovsek, M. (2009). The nature and experience of entrepreneurial passion. Academy of Management Review, Vol. 34, No 3: pp511–532.

Dew, N., Read, S., Sarasvathy, S.D. and Wiltbank, R. (2009), Effectual versus predictive logics in entrepreneurial decision-making: Differences between experts and novices, Journal of Business Venturing, Vol. 24, No. 4, pp. 287-309

Harris, L. and Rae, A. (2009), Social Networks: the future of marketing for small business, Journal of Business Strategy, Vol. 30 (5), pp24-31

Harris, J.D., Sapienza, H.J. and Bowie, N.E. (2009). Ethics and Entrepreneurship, Journal of Business venturing, Vol. 24, (5), September, pp. 407-418,

Martin, D. (2009), The entrepreneurial marketing mix, Qualitative Market Research, Vol.12, (4), pp. 391-403

Paridon, T.J. and Carraher, S.M. (2009). Entrepreneurial Marketing: Customer Shopping Value and Patronage Behavior. The Journal of Applied management and Entrepreneurship, Vol. 14, No 2, pp. 3-27

Ucbasaran, D. Westhead, P, and Wright, M. (2008). Opportunity identification and pursuit: Does an Entrepreneur’s Human Capital matter? Small Business Economics, Vol. 30, pp. 153-173

Harper, D. (2008). Towards a theory of entrepreneurial teams. Journal of Business venturing, Vol. 23. (6), November pp. 613-626

Hills, G.E., Hultman, C.M., Miles, M.P. (2008), The Evolution and Development of Entrepreneurial Marketing, Journal of Small Business Management, Vol. 46, No. 1, pp. 99-112

Politis, D. and Gabrielsson, J. (2007). Entrepreneurs’ attitudes towards failure – an experiential learning approach. Frontiers of Entrepreneurship research, Chapter VI, Entrepreneurial Cognition, Vol. 27, Issue 6, Article 3. Pp. 1-12

Lange, J., Mollov, A., Pearlmutter, M and Bygrave, W. (2007) Pre-start-up formal business plans and Post-start-up performance: A study of 116 New Ventures. Venture Capital, Vol. 9, No 4, pp. 237-256

Ardichvilli, A. Cardozo, R. and Ray, S. (2003). A theory of entrepreneurial opportunity identification and development. Journal of Business Venturing, Vol. 18. No 1. January, pp. 105-123

McGowan, P. and Durkin, M.G. (2002)., Toward an Understanding of Internet Adoption at the Marketing/Entrepreneurship Interface. Journal of Marketing Management, Vol. 18. No 3, pp. 361-377

Durkin, M. and McGowan, P. (2001). Developing Competencies in the Entrepreneurial Small Firm for use of the Internet in the Management of Customer Relationships; Journal of European Industrial Training, Vol 25, Issue 2. Pp. 126-136

Morris, M.H.; Schindehutte, M. and LaForge, R.W. (2002), Entrepreneurial marketing: A construct for integrating emerging entrepreneurship and marketing perspectives, Journal of Marketing Theory and Practice, Fall, pp1-18

Shane, S. and Venkartaraman, S. (2000). The Promise of Entrepreneurship as a Field of Research. The Academy of Management, Vol. 25, No 1, Jan. pp. 217-226

Carson, D., and Gilmore, A. (2000), Marketing at the Interface: Not ‘What’ but

‘How’, Journal of Marketing Theory and Practice, 8 (2), pp. 1-7.

Carson, D., (1990) Some Models for Assessing Small Firms Marketing Effectiveness: A Qualitative Approach, Special Issue: European Journal of Marketing, Volume 24, Number 11, pp60.

Chell, E. (1985). The Entrepreneurial personality: A few ghosts laid to rest, International Small Business Journal, Vol. 3 No 3, pp. 43 – 54

Carland, J.W., Hoy, F., Boulton, W.R. and Carland, J.A.C. (1984), Differentiating Entrepreneurs from Small Business Owners: A Conceptualization, The Academy of Management Review, Vol. 9, No. 2, pp. 354-359

Entrepreneurial Marketing, MKT730/ CRN 89962


Continuous assessment 100%. Please note; this is an INDIVIDUAL assignment

Assignment: Critically examine the relevance of established marketing theory in an entrepreneurial micro/small/medium enterprise, (MSME) context and discuss, in light of current literature, whether there is a basis for developing new thinking at the marketing/entrepreneurship interface that better explains marketing practice in such a context and even beyond. Programme participants are encouraged to identify and ‘interview’ someone they know. It may be someone from their village, town or city, someone local. It should be someone who has established a social enterprise, a charity perhaps, or a new business venture or who has successfully grown a small business to medium size. You are asked to seek an opportunity to examine with that person, in critical detail, their approach to marketing practice in their enterprise. 

Likely actions for the Programme Participant to take: To identify someone as the key case-study and to make contact with them, to arrange to ‘meet’ them, albeit, in these challenging times, virtually, and to interview them. To undertake this interview the Programme participant will need to develop a series of interview topics distilled from extant research to guide the progress of the interview. It will then be essential to transcribe the details of the interview prior to analysis of the contents. (Keep your transcription available secure as you may be asked to make it available to your lecturer as a part of the assessment). Following an analysis of the content of the interview the Programme participant is required to present a coherent response to the challenge posed in the assignment, namely to critically examine the relevance of established marketing theory in an entrepreneurial micro/small/medium enterprise, (MSME) context and discuss, in light of current literature, whether there is a basis for developing new thinking at the marketing/entrepreneurship interface that better explains marketing practice in such a context and even beyond. The Programme Participant might also want to meet, again virtually, with members of any group he or she has been a member of during their Masters programme to discuss and more specifically test their thinking and to identify appropriate topics for an interview based on their combined knowledge of the literature. 

Maximum number of words 3500, including a list of pertinent references and an appended interview guide. Students should use CALIBRI font size 12, single spacing and HARVARD referencing style

Feedback on assignments: Students will be able to receive ongoing feedback on-line during their work on their programme and as they develop their work on their assignment.