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This article investigates entrepreneurial marketing (EM) and use of business recovery frameworks within experiential learning cycles (ELC)s to investigate post-COVID learning techniques during the learning process. Three distinct post-graduate learner cohorts took part in the study consisting of part-time MBA entrepreneurs from the United Kingdom, part-time upGrad MBA students from India (managers and marketers in large firms) and full-time MCom (Masters in Commerce) marketing students in New Zealand. This inductive study uses coursework artifacts, student feedback with thematic coding, and analysis from live business projects. Use of the post-disaster business recovery framework led to deeper learning, increased understanding, and generation of insights and new knowledge. Both student learner and entrepreneurial marketer skills and competencies are evidenced as essential for business resilience and growth in post-pandemic environments, while the framework aided co-creation of learning between the student and the focal business. Implications for marketing educators are offered together with future opportunities for education research in the EM education, entrepreneurship education and marketing fields. The study will allow educators to understand the three student typologies, leading to effective and impactful pedagogy in EM education.

Growth is a broad area and many aspect of growth is under research especially in smaller and entrepreneurial firms. Many research show that growth and fast growth happens randomly and is not a continuous phenomenon. In this study, we investigate how successful entrepreneurs grow their firms. The investigation involved ten fast-growth firm cases in Iran -as an emerging economy- in different industries. The research is qualitative and data gathered through semi structured in-depth interviews. After coding, all interviews are mapped. By using Decision Explorer® all causal maps are analyzed. Analysis show that fast growth is a direct outcome of entrepreneurial marketing (EM) practices and indirectly influenced by serendipity. Serendipity is an element observed in many firms that generally occurs at the initial phase of firm formation and could bring great opportunities but indirectly associated with fast-growth. However, serendipity itself is not important but the ability to recognize and exploit opportunity is a crucial activity that entrepreneurs are really great at it. The ability of entrepreneurs to exploit serendipitous opportunities and use entrepreneurial marketing practices in terms of innovative products and activities/process lead to fast growth. Other elements, such as network, innovation, and perseverance, could either directly or indirectly influence growth.

One of the parameters supporting an innovation-based economy in an age of technological development is the formation of business incubators. This study focuses on disruptive innovation and the support of a business incubator through network and institutional mediation. Relevant literature shows limited research in this area. This paper brings a deeper understanding of the influences of business incubation on disruptive innovation with an in-depth investigation into four participant companies. Using comparative case analysis, mediation similarities and differences were examined throughout the cases' innovation identification, planning and development and implementation process. Four themes emerged: mediation influences the disruptive mind-set, interdisciplinary input, financial support and technology and business uncertainty. The findings extend the literature; provide practical guidance for incubator management and allocation of resources in disruptive innovation. [ABSTRACT FROM AUTHOR]

This paper uses the 2010/2011 Christchurch earthquake and re-development efforts as an exemplar to explore how entrepreneurial marketing processes combined with entrepreneurial self-efficacy can be leveraged to help a community reduce its vulnerability to natural disasters and enhance its resilience. Manyena's (Manyena, S. B. (2006). The concept of resilience revisited.Disasters, 30, 433–450; Manyena, S. B. (2012). Disaster and development paradigms: Too close for comfort?Development Policy Review, 30, 327–345) vulnerability–resilience theory is used as the conceptual framework to delineate the prophylactic benefits of building a community's entrepreneurial marketing process capabilities and the notion of entrepreneurial self-efficacy as defensive mechanisms to mitigate the effect of disasters. This work has resulted in an augmented disaster risk equation that considers: (1) the risk that a natural disaster poses on a community (as a function of the vulnerability of the community's tangible assets); (2) the hazard potential of the disaster; and (3) the resilience of its social and economic systems. This paper develops a measure of the symbiotic interrelationship of a community's entrepreneurial marketing process capabilities and community-level entrepreneurial self-efficacy to illustrate how leveraging the entrepreneurial, marketing, social, and engineering educational resources of a community can create a less vulnerable and more resilient community. In doing so, the paper develops a set of research propositions to guide future research and policy. [ABSTRACT FROM PUBLISHER]

Aim: This study investigates the digital transition initiated by the onset of the COVID-19 pandemic and the factors that enabled the digitalisation of general practices (GPs) in New Zealand., Method: Using a multiple case study design, we conducted 86 in-depth interviews with staff from 16 GP centres in New Zealand., Results: The critical enablers of digital transition in response to the pandemic were support from the community, agility and adaptability of GP medical centres and the ability to pragmatically create external operational processes to ensure business continuity and to meet patient expectations. Major barriers to digitalisation at the early stage of the COVID-19 pandemic (28 February to 30 August 2020) included lack of organisational leadership, financial support availability, systems management collaboration, and patient and staff knowledge and preferences. Digitalisation was characterised by the GP centre's ability to provide telehealth services using existing systems and technology, embracing e-prescription, e-referrals, e-lab and video-only consults., Conclusion: The decision to adopt digitalisation had a significant impact on GP centres, disrupting the norm but also allowing continued access to health services to patients who were the most vulnerable during the pandemic. The pandemic forced GP medical centres to change to digitalisation and led to significant changes in GP medical centres' business models. However, it remains to be seen how the rapid change effected at this time correlates with patient satisfaction and how the digitalisation capabilities that have been built impact on future primary care services. This study suggests that changes brought about by COVID-19 may pave the way to an expansion of GP telehealth services, which has the potential to permanently change the primary care landscape., Competing Interests: Nil, (© PMA.)