Dynamic capabilities for entrepreneurship and innovation in marketing-driven organisations

Tony McGuinness
School of Management and Business
Aberystwyth University
United Kingdom
 Title: Dynamic capabilities for entrepreneurship and innovation and
in marketing-driven organisations
Summary:
This paper uses recent developments in the dynamic resource-based view of the firm
to construct a capabilities framework that proposes how an organisation can pursue
specific market outcomes. The framework supports a critical evaluation of extant
research in the separate fields of entrepreneurship and innovation in marketing-driven
organisations, illuminating common weaknesses whose nature suggests that there
should be a significant shift in methodology if future research in these separate fields
is to converge. The proposed shift is from a macro, firm-focused view of ‘what firms
are’, to a micro-level processes view of ‘what firms do’, and calls for a more
qualitative, ethnographic approach in place of statistical analyses of quantitative
survey data.
Key words:
Dynamic capabilities; micro-level processes; research methodology
Introduction and motivation of the paper
There are several different current research programmes that address issues related to
entrepreneurship and innovation in marketing-driven organisations. Examples include
work on the effect of market orientation on product innovation and organisational
performance (Baker and Sinkula, 1999a, 1999b, 2002; Han et al, 1998; Hurley and
Hult, 1998; Menguc and Auh, 2006); research on entrepreneurial orientation and
corporate entrepreneurship (Covin and Slevin, 1991; Lumpkin and Dess, 1996; Covin
and Miles, 1999); on ‘entrepreneurial management’ (Michael et al, 2002) that
combines an entrepreneurial perspective on identifying and exploiting new
opportunities with a strategic management perspective on the role of capabilities in
pursuing and sustaining competitive advantage (Hitt et al, 2001, 2002; Morris and
Kuratko, 2002; Zahra et al, 2006); and on ‘entrepreneurial marketing’ (Miles and
Darroch, 2006; Morris et al, 2002). Until recently the above different research
programmes developed independently of each other.
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http://www.escp-eap.net/conferences/marketing/2008_cp/Materiali/Paper/Fr/McGuiness.pdf