Abstract

Purpose

This study aims to explore the evolving relationship between entrepreneurial marketing (EM) processes and control mechanisms across three phases of opportunity development: exploration, evaluation and exploitation. By examining how control mechanisms respond to the uncertainties inherent in each phase, this research illustrates how controls emerge and adapt, enabling entrepreneurs to effectively navigate the challenges specific to each stage of their venture’s growth.

Design/methodology/approach

Using a qualitative, inductive approach, this study uses semistructured interviews with founders of nine high-growth, early-stage startups based in California. The selected ventures vary by industry and business model but share early market traction. The Gioia methodology, a structured inductive approach for theme development, guides data analysis, revealing how control mechanisms evolve to address the challenges of each EM phase.

Findings

Controls adapt across the EM phases, becoming progressively structured to manage uncertainties. In the exploration phase, controls are belief-driven and flexible, guiding resource allocation and framing opportunity spaces. During evaluation, controls become more structured, aligning market feedback with product-market fit. In the exploitation phase, controls focus on scalability and efficiency, supporting alignment between strategic objectives and operational capabilities.

Originality/value

This research provides novel insights by demonstrating that controls do not stifle opportunity development but rather evolve with it. The findings contribute to theory and practice at the marketing/entrepreneurship interface, offering a nuanced understanding of the role of controls in supporting the EM process.

Disciplines

Marketing

Number of Pages

22

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URL: https://digitalcommons.calpoly.edu/mkt_fac/42