Statement of Authorship
Acknowledgements
Table of Contents
List of Tables
List of Figures
List of Appendices
Publications, Conference Presentations, and Awards of the Candidate Originating from the Present Thesis
1. CHAPTER 1: INTRODUCTION
1.1. Purpose
1.2. Background
2. CHAPTER 2: LITERATURE REVIEW
2.1. Overview
2.2. Fast-growth firms
2.3. Entrepreneur/founder characteristics
2.4. Marketing in fast-growth enterprises
2.5. Resources in fast-growth firms
2.6. Competitive advantage: theoretical frameworks
2.7. Market, learning and entrepreneurial orientation as sources of competitive advantage
2.8. Interactions between business orientations
2.9. Development of a hypothesized model of competitive advantage and firm performance
2.10. Characteristics of market-oriented firms
2.11. Market-driven versus market-driving
2.12. Reactive versus proactive market orientation
2.13. Empirical studies of market orientation
3. CHAPTER 3: STUDY 1
3.1. Overview
3.2. Multiple method designs
3.3. Participants
3.4. The Fast 100 questionnaire
3.5. Measures of market orientation
3.6. Measures of learning orientation
3.7. Measures of entrepreneurial orientation
3.8. Measures of marketing capabilities
3.9. Measures of performance
3.10. Social desirability
3.11. Validity and reliability of the Fast 100 questionnaire
3.12. Psychometric analysis of the instrument
3.13. Criteria for extracting factors in Exploratory Factor Analysis
3.14. Confirmatory factor analysis
3.15. Absolute fit indices
3.16. One-factor congeneric measurement models
3.17. Multi-factor analysis
3.18. Convergent and discriminant validity
3.19. Path Analysis: test of hypotheses
3.20. Test for common methods bias: social desirability
3.21. Discussion
3.22. H1: Market orientation is related positively to marketing capabilities
3.23. H2: Learning orientation is related positively to marketing capabilities
3.24. H3: Entrepreneurial orientation is related positively to marketing capabilities
3.25. H4: Marketing capabilities are related positively to firm performance
3.26. Relationships among market, learning, and entrepreneurial orientation
3.27. Implications for future research
4. CHAPTER 4: STUDY 2
4.1. Overview
4.2. Case Study Method
4.3. The role of theory in case studies
4.4. Inductive versus deductive reasoning
4.5. Validity and reliability of case study research
4.6. Internal validity
4.7. Data collection procedures
4.8. Data analytic procedures
4.9. Causal network modeling
4.10. Within-case analysis
4.11. Cross-case analysis
4.12. Thematic analysis for open-ended questions
5. CHAPTER 5: WITHIN-CASE ANALYSIS: CASE STUDIES
5.1. Smart Advertising
6. CHAPTER 6: FINDINGS AND DISCUSSION: CROSS-CASE ANALYSES
6.1. Research Question 1: What are the ways in which fast-growth firms implement firm business orientation, marketing capabilities, customer value, and firm performance?
6.2. Research Question 2: For what reasons are only particular elements of market orientation, learning orientation, entrepreneurial orientation, and marketing capabilities evident in the present model?
6.3. Interrelationships between marketing capabilities, customer value, business orientation, and firm performance
6.4. Research Question 3: For what reasons is only one marketing capability dimension related to firm performance in fast-growth companies?
6.5. Research Question 4: Do fast growth companies take into consideration customer value?
6.6. Research Question 5: Is customer value an antecedent to firm performance?
6.7. Business orientation, marketing capabilities, and firm performance
6.8. Inductive analysis of case studies
6.9. Intangible sources of competitive advantage: leadership, human resource practices, organizational culture, and climate
6.10. Consequences of leadership
6.11. Human resource management and practices
6.12. Consequences of human resource management and practices
6.13. Consequences of organizational climate
6.14. Organizational culture
6.15. Consequences of organizational culture
6.16. Nonrecursive relationship between firm performance and human resource practices
6.17. Limitations
6.18. Implications for future research
7. CHAPTER 7: CONCLUSION
7.1. Unique contributions to marketing/entrepreneurship theory and practice
7.2. A model of competitive advantage for fast-growth firms comprises specific elements of intangible resources, positional advantage, customer value, and firm performance
7.3. Intangible resources such as leadership, human resource practices/management, and organizational culture and climate are central to fast-growth firms
7.4. For fast-growth firms, leadership, human resource practices/management, and organizational culture and climate are interrelated antecedents to business orientation
7.5. The practice of marketing in fast-growth firms is unique, with a focus on product/ service development and branding
7.6. In fast-growth firms, customer value perceptions are more relevant than competitor centered measures of competitive advantage
7.7. Fast-growth firms utilize multi-dimensional measurements of firm performance
7.8. Definition of the market orientation construct should be revisited
7.9. Qualitative methods should be considered as an adjunct approach to the measurement of market and learning orientation
SUMMARY
