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A question remains unresolved in existing cross-disciplinary research at the marketing/entrepreneurship interface (MEI). This features circumstances when employing a combination of market-oriented and entrepreneurially-oriented activities, known as entrepreneurial marketing (EM) behavior, is likely to lead to positive performance outcomes. Earlier mixed findings provide the need to unpack the nuances of EM practices, in terms of their boundary conditions, regarding circumstances where this behavior does or does not lead to performance-enhancing outcomes. Consequently, the purpose of this study is to examine the complexities of the association between EM activities and small firm performance by assessing quadratic and moderating effects.

This study was underpinned by resource-based theory (RBT). Survey responses were collected from 214 smaller-sized companies in the United Kingdom. The statistical data passed all major checks for reliability, different forms of validity, common method variance and endogeneity bias.

EM activities had a quadratic connection with small firm performance, with this relationship being enhanced (in terms of a positive two-way interaction effect) by market dynamism (a counter-intuitive result regarding environmental conditions). Surprisingly, through a post-hoc test, coopetition (cooperation among competitors to leverage assets and overcome resource constraints) did not play any influential part in helping owner-managers to overcome the potential downsides of EM practices, like the time and cost implications of identifying and exploiting opportunities (i.e., a non-significant three-way interaction effect).

Unique insights outline how decision-makers in smaller-sized organizations can harness the potential benefits, and minimise the likely drawbacks, of employing EM activities. However, owner-managers should be cautious when implementing these organization-wide practices, since they are likely to enhance performance, but only up to a fixed point. Indeed, excessive forms of EM activities can weaken small firms’ performance. A counter-intuitive positive moderation effect regarding market dynamism challenges certain earlier findings. Specifically, in some dynamic market conditions, EM activities could be performance-enhancing, since certain environmental-level forces might assist owner-managers to amplify the merits of behavior at the MEI when implemented effectively.

This study investigates the effect of entrepreneurship education in terms of the development of entrepreneurial knowledge and skills, on graduate students' entrepreneurial alertness and the mediating role of the entrepreneurial mindset.

The study collected data using questionnaires from graduate students at an Iranian university who had engaged with entrepreneurship education. The questionnaires collected data on the respondent's demographics and adopted previously validated measures to measure entrepreneurship education, entrepreneurial alertness and entrepreneurial mindset. Statistical techniques were applied to test validity and structural equation modeling was undertaken to test the hypotheses.

The findings demonstrated that entrepreneurship education has a positive and significant effect on entrepreneurial alertness and entrepreneurial mindset. In addition, entrepreneurial mindset was found to have a positive and significant role in mediating the relationship between entrepreneurship education and entrepreneurial alertness. This finding highlights the importance of educators seeking to build an entrepreneurial mindset within entrepreneurship education, in addition to developing students' entrepreneurial alertness by focusing on opportunity identification and recognition.

The study addresses a gap in the literature as to the relationship between entrepreneurship education, entrepreneurial alertness, and the entrepreneurial mindset, and furthers the understanding of the impact of entrepreneurship education. The results inform educational practice, as ensuring students recognize entrepreneurial opportunities is an important element of venture creation.