Editorial: The legacy of Professor Rosalind Jones’ contributions to the entrepreneurial marketing field

In September 2024, the entrepreneurial marketing (EM) community was saddened to learn that Professor Rosalind Jones (or Roz, as she was often known) passed away at just 58 years old (Institute for Small Business and Entrepreneurship, 2024). As shown in Plate 1, Roz was an active participant at the Global Research Symposium (now Conference) on Marketing and Entrepreneurship and the Entrepreneurial and Small Business Marketing Special Interest Group of the Academy of Marketing, together with being the former Editor of the Journal of Research in Marketing and Entrepreneurship (Bangor University, 2024a). Roz’s work was published in outlets, such as Tourism Management, the International Small Business Journal, the Journal of Business Research, the International Journal of Entrepreneurial Behavior and Research, the Journal of Marketing Management, the Journal of Strategic Marketing and the Journal of Marketing Education (Alford and Jones, 2020; Jones and Parry, 2011; Jones and Rowley, 2011; Jones et al., 2013; Morrish and Jones, 2020; Whalen et al., 2016). Roz leaves behind a loving family, including her husband (Vern), her daughter (Liz – a co-author of this paper) and many other relatives (The Telegraph, 2024). Thus, while this paper serves as a tribute to Roz’s research, the EM community’s thoughts and prayers are sent to her loved ones during this deeply upsetting time.The objective of this editorial is to celebrate Roz’s life through the scholarly contributions that her work made to the EM field. To achieve this objective, this paper is divided as follows. First, pivotal studies surrounding the marketing/entrepreneurship interface were reviewed to highlight the overarching themes of this discipline [1]. Second, Roz’s research is unpacked to highlight the areas of EM knowledge that her work advanced. Third, the co-authors of this article provided a series of personal tributes, such as stories and memories about Roz, to highlight the profound impact that she made to various EM academics’ lives. Fourth, several future research directions are described to denote how Roz’s work can endure in the years to come. Fifth, this paper ends with some concluding remarks. Collectively, this editorial not only highlights the legacy of Roz’s research but, more importantly, explains how much she will be missed by the members of the EM community (and outside of academia).The marketing/entrepreneurship interface covers the intersection between the respective fields of marketing and entrepreneurship to explain how businesses (small and large, but usually smaller-sized actors) implement entrepreneurial behaviours to create enduring value for their customers (Eggers et al., 2020; O’Cass and Morrish, 2016). More formally, EM refers to:There are various ways to investigate the nuances of the marketing/entrepreneurship interface (Aliakbari et al., 2025; Breit and Volkmann, 2024; Gilmore, 2011). One categorisation is that EM activities exist across seven dimensions, namely, value creation, opportunity-driven, proactivity, innovation-focused, risk management, resource leveraging and customer intensity actions (Hills et al., 2008; Miles et al., 2015; Morris et al., 2002).Another way to study EM behaviours is through highlighting that they exist through the simultaneous implementation of a market orientation and an entrepreneurial orientation (Baker and Sinkula, 2009; Boso et al., 2013; Morgan et al., 2015). A market orientation refers to the organisation-wide implementation of the marketing concept and the creation of superior customer value (Jaworski and Kohli, 1993; Karami et al., 2023). An entrepreneurial orientation covers the strategy-level processes that owner-managers follow to implement innovative, proactive, risk-taking, autonomous and competitively aggressive actions (Rauch et al., 2009; Wales et al., 2013). Put simply, there are different schools of thought surrounding the marketing/entrepreneurship interface (Alqahtani et al., 2025; Hansen et al., 2020; Mahdi et al., 2024).A considerable amount of work has examined the linkages between EM actions and organisational performance (Adel et al., 2020; Rezvani and Fathollahzadeh, 2020; Sadiku-Dushi et al., 2019; Sole, 2013). In doing so, mixed (and to some extent contrasting) evidence has emerged about the degree to which EM activities are performance-enhancing strategies for decision-makers to implement. By way of example, Alqahtani and Uslay (2020) argued that EM activities allow owner-managers to be forward-thinking, behave innovatively to develop value-adding products and services, take calculated risks and so on. Therefore, these authors signified that EM activities are likely to have a positive relationship with organisational performance, but they also recognised that this association could be impacted by moderating factors, such as aspects of the competitive business environment. Alternatively, Aliakbari et al. (2025) discovered that EM activities have a non-linear (inverted U-shaped) link with firm performance, with this relationship being positively moderated by market dynamism. Consequently, there is evidence to suggest that there are performance-enhancing merits that are associated with EM behaviours, but a diminishing-returns effect could be at play (Crick et al., 2025a; Hamzah et al., 2023).An emerging body of knowledge has examined some of the dark sides of the marketing/entrepreneurship interface. For instance, Morgan et al. (2015) found that if owner-managers implement a market orientation and an entrepreneurial orientation simultaneously, there can be harmful impacts on new product development performance. Further, Crick et al. (2021) highlighted that an EM orientation is negatively related to firm performance. Yet, if small businesses join forces with their competitors in informal and/or formal capacities (coopetition), they can overcome some of these dark sides by obtaining assets and opportunities that would not exist if they were to operate under an individualistic business model. The dark sides of the marketing/entrepreneurship could be attributed to issues, like small companies innovating in the wrong areas, over-investing in expensive product-markets, miscalculating risks and not creating enduring value for their customers (Aliakbari et al., 2025). These dark sides suggest that decision-makers must exercise caution when implementing these strategies.Prior to entering academia, Roz worked in the British Civil Service for several years (Institute for Small Business and Entrepreneurship, 2024). Leading up to the time when she was awarded her Doctor of Philosophy (PhD) from Bangor University in 2009, she swiftly became an active member of the EM community. That is, she worked at Bangor University (2007–2012), Glyndwr University (2012–2013), the University of Birmingham (2013–2021) and Liverpool John Moores University (2021–2023). In 2023, Roz returned to Bangor University, where she worked until her untimely passing. As a sign of respect, the university flag was flown at half-mast on the day of her funeral (Bangor University, 2024b).Roz’s work explored various areas of the EM field. First, Roz was known for her research surrounding the connection between a market orientation and an entrepreneurial orientation. As an illustration, her top-cited co-authored paper focused on how different strategic orientations interact with one another (Jones and Rowley, 2011). This article highlighted that an EM orientation sits at the intersection between a market orientation, an entrepreneurial orientation, a customer orientation and an innovation orientation. This viewpoint has subsequently been explored in more depth to unpack the multi-dimensional nature of EM activities (Crick et al., 2025a; Hamzah et al., 2023; Morgan et al., 2015). In 2020, Jones and Rowley (2011) won the “Gerald E. Hills Best Paper Award” at the Global Research Conference on Marketing and Entrepreneurship to mark the profound impact that this investigation has had on the broader EM community (Global Research Conference on Marketing and Entrepreneurship, 2025).Second, Roz was interested in EM strategies among high-tech (and smaller-sized) organisations. As an example, her most recent co-authored article examined how small organisations use technologies to operate more efficiently and effectively (Alford and Jones, 2025). In doing so, Alford and Jones (2025) found that small firms practice various forms of a digital EM bricolage, but decision-makers that have a large level of interaction with such technologies can add long-term value to their operations, including increasing key performance metrics [2]. Such work on digital technologies was a large part of Roz’s work, since she published several papers that examined EM activities among small companies with high-tech business models (Jones and Rowley, 2009a; Parry et al., 2012). Her work on high-tech aspects of the marketing/entrepreneurship interface is something that has been explored by other EM scholars, owing to how technologically oriented owner-managers often need to be innovative, proactive, take calculated risks, behave autonomously and exhibit competitively aggressive actions to deliver superior value for their customers (Ahmadi and O’Cass, 2016; Chaudhry et al., 2024; Yang and Gabrielsson, 2017).Third, Roz undertook several investigations about EM networks. To illustrate, Jones et al. (2013) found that smaller-sized organisations can manage networks with various stakeholder groups to operate more efficiently and effectively within their markets, alongside creating enduring value for their customers. Jones et al. (2013) denoted that EM networks are multi-faceted, as owner-managers can manage marketing and sales networks, innovation networks, social networks, customer networks, business networks and intra-firm networks. Indeed, the article by Jones et al. (2013) was another award-winning study – this time, a best track paper at the Academy of Marketing Conference. Moreover, networks and the marketing/entrepreneurship interface is a growing area. That is, various EM scholars have recognised that despite it being ideal for decision-makers to orchestrate their resources and capabilities (e.g. to deliver superior value to customers), smaller-sized companies typically require additional levels of support from key stakeholder groups, such as customers, competitors, government agencies, investors, supply chain partners and beyond (Alqahtani and Uslay, 2020; Crick et al., 2023; Mahdi et al., 2025; Shaw, 1999). To that end, Roz’s work on EM networks was integral to this body of knowledge.Fourth, Roz was known for her research interests in the wider tourism and hospitality sector. As a key example, Alford and Jones (2020) examined digital EM strategies among smaller-sized (and tourism-focused) businesses. These authors found that there are various ways that such actors can strive to create enduring value for their customers. This includes harnessing certain types of knowledge to enable the co-creation of value for customers, using technology that relates to a given business model, solving solutions about pertinent organisational problems, learning how to operate more flexibly within a market and so on. Roz’s work in this area supplements other studies pertaining to the marketing/entrepreneurship interface in the broader tourism and hospitality sector, since arguably, this setting is a notable area for studying the nuances of EM activities (Boonchoo et al., 2013; Crick and Crick, 2016; Fillis et al., 2017; Krisjanous and Carruthers, 2018).Fifth, Roz was interested in crises affecting small businesses. For instance, one of her top-cited co-authored articles examined how EM strategies can be used to manage, and respond to, large-scale problems in times of crisis (Morrish and Jones, 2020). Using the empirical context of the Canterbury earthquakes in Morrish and Jones (2020) found that EM activities can be in to decision-makers to their resources and Morrish and Jones (2020) used their to develop a about the and long-term activities that owner-managers can use to the of the manage their assets efficiently and effectively and their (and EM Roz’s work on EM activities in times of crisis was as a large of work had on competitive business (Hills et al., 2008; Morris et al., Sadiku-Dushi et al., by EM in Roz to a on these strategies in a Roz explored EM activities using a of research and and in several empirical As one example, she was an for certain research such as using to and from (Jones and Rowley, Rowley et al., 2012). Roz’s work other studies pertaining to the broader marketing/entrepreneurship in which scholars have to and different aspects of the EM (Alqahtani et al., 2025; et al., 2020). Roz worked in research from various including a of emerging and on a of studies (Alford and Jones, 2020; Jones and Parry, 2011; Jones and Rowley, 2011; Jones et al., 2013; Morrish and Jones, 2020; et al., Whalen et al., 2016). Consequently, it is that not only were her research interests multi-faceted, but she also was to with scholars to the of work about the broader marketing/entrepreneurship Roz at the in by the University of was in the of and was about to as an of Roz from the EM so was to had a of about research and she was interested in also about For example, the day had passed in so but of Roz, a that that a so with was that of and nature that made so of Roz in the years to come. Roz and other at various such as at the Academy of Marketing the Global Research Symposium (now Conference) on Marketing and Entrepreneurship and for the Entrepreneurial and Small Business Marketing Special Interest Group of the Academy of such can of of memories where and on the development of the EM September Roz to work on within the at Liverpool John Moores was the time that had her since the it was just like old the and had a about of Roz (and her some that was the paper that was which in was published Crick and Crick, 2024). Roz and only together on one This article to be another editorial in the Journal of Research in Marketing and Entrepreneurship she was the which the life of another EM was in (Crick and Jones, 2024). Roz was and so it has been to this editorial to mark the legacy of Roz’s scholarly contributions to the EM that this is an article that would have not to have but Roz (or Roz, as often a to as a and in was across – with a for her support and of her and As her can that and support to and – and was As her that so much time together through of the and on life with Roz, in a where learning a new way of – best and by that the most that Roz are and a These are that were passed from her which to in that these are Roz focused and her she up in and are most her for (and her of research interests a in became an were a on research support and worked together on several the of social to support the and Jones, explored EM (Jones et al., entrepreneurship in areas of et al., and the of in the British technology et al., 2024). Roz’s through her development of the (e.g. Jones and Rowley, so much in her being with the and Group at the University of by Professor where she her knowledge and to the of innovation et al., 2024). on this that Roz’s in were by her being to support and a This was something that Roz in aspects of her life – and that her are Roz, but she at that during time at the University of when a the marketing that she in her of Business subsequently from marketing to entrepreneurship Roz and were to a body of research at the marketing/entrepreneurship interface. on a it was a that had the to co-author a paper with a personal found Roz to be a and by her to about her and also her positive to various personal including to a she was of her and as an from a not being a of the by one of her Roz the being by her alongside with to on that This was something that deeply about her and support for within her emerging to the scholarly contributions that Roz made to the body of knowledge in this was by the of at Liverpool John Moores University, and Bangor will be associated most with an award-winning and paper (Jones and Rowley, together with an article the of various authors the EM et al., 2016). This paper is one that co-authors and have in work surrounding the marketing/entrepreneurship interface Yet, at her body of work more Roz published various studies that the of the marketing/entrepreneurship this a and As some these from strategies (Morrish and Jones, small firms in the tourism and hospitality (Alford and Jones, and entrepreneurial support (Jones and Parry, 2011). In when Roz passed away and the EM community a and Best are to her on a and her wider family, not of which her is with profound that on the life and legacy of and as when at the Global Research Symposium on Marketing and Entrepreneurship in were scholars – the and of that the years and personal Roz had the to with were were explored business (Morrish and Jones, EM (Jones et al., and entrepreneurial work in various the The Global Research Symposium (now Conference) on Marketing and Entrepreneurship became a not just for but for as many of through Roz with and an to research, Roz’s of For as of the Journal of Research in Marketing and Entrepreneurship, where her and many and with Yet, it was in the and personal that In Roz and their in Wales during at Bangor University – an that will and her and the that she found beyond personal and like to and time were of and the that were in this Roz’s legacy is and Her work in EM to the As the work that by her – to with to and to in the of Roz was more a was a in field. Her leaves an but her in that she that she and the enduring that will up from the the is on the of Wales – and is in the of and a from her This was Roz, the Roz that up and her and on a of a to from the so of which was about away a of – the while about research, and This was while were in her at some had the of and with Roz (and and to many and and the would be to about the and and have and some and and of and and a in being from another Roz to her to a in were to on and development to a at an in the of the As were of the the and were for and so, paper and Roz at and and on to the This is where the to take a as up in the that the government had a of they in that were to be on – and that were on a of development during and of To this have they thought and the years Roz and would often on Her in This was Roz, she was and made with much that she she was the of the that a by she was a and Roz was also a an mark on – and which will be Roz was one such only have Roz in at a Special Interest Group had a in – and was a for of In in for the Academy of Marketing Conference. This a relationship that was on and research interests about the marketing/entrepreneurship but a were of the Entrepreneurial and Small Business Marketing Special Interest Group of the Academy of Marketing – a that with as that she was that the new would the Roz, and within years of other and within years of other – Roz about and of the of EM Roz was of to and in Entrepreneurial Global was by and Roz et al., 2013). Roz, and were in the of another Entrepreneurial and which will in was to be by and to follow in and Editor of Journal of Research in Marketing and This was a that for seven it was time for a and when Roz if she would take she in an – and for had the of to the discipline for the Roz was a to that – by often the for the Her paper many – including (Jones and Rowley, Roz and also on the of the Global Research Symposium (now Conference) on Marketing and Entrepreneurship, and through many in in the of and – that was was most of was and In by the of and Roz, by by surrounding the marketing/entrepreneurship interface has been for several (Aliakbari et al., 2025; Hills and et al., 2023; Shaw, key different have EM research, such as the Global Research Symposium (now Conference) on Marketing and Entrepreneurship and the Entrepreneurial and Small Business Marketing Special Interest Group of the Academy of Marketing, together with work that is published in the Journal of Research in Marketing and Entrepreneurship and other 2025). it is an there are of areas where EM scholars can the body of knowledge through and empirical of these areas Roz’s That is, the co-authors of this editorial would like to how Roz’s research has to the EM in and can be in the years to come. These future research directions are by the with some pertinent research in an of it would be to how owner-managers can certain forms of technology of which to implement EM In such work would a of studies papers that were co-authored by that have explored the and of EM activities in technologically oriented (e.g. and O’Cass, 2016; Alford and Jones, 2020; Jones and Rowley, 2009a; Yang and Gabrielsson, a large of work has examined the of EM such as the positive impact on performance metrics and the organisation-wide creation of enduring customer value (Adel et al., 2020; Rezvani and Fathollahzadeh, 2020; Sadiku-Dushi et al., 2019; Sole, 2013). In Roz’s work highlighted the performance-enhancing merits of EM strategies (e.g. Jones and Rowley, 2011; et al., the dark sides of the marketing/entrepreneurship interface as there could be where implementing these organisation-wide actions is for smaller-sized companies Hamzah et al., 2023; Morgan et al., 2015). including work that was co-authored by Roz, EM activities have been in namely, among owner-managers that exhibit such organisation-wide behaviours within their (Alqahtani and Uslay, 2020; Miles et al., 2015; Shaw, Whalen et al., 2016). In research has the aspects of the marketing/entrepreneurship like the by owner-managers to overcome (e.g. Crick, and Crick, et al., Yang et al., 2023). this in networks are to the marketing/entrepreneurship for which Roz (and other explored how small businesses strive to create enduring value for their customers through with a of stakeholder groups Jones et al., 2013; et al., 2023; Shaw, 1999). there is for future (and wider has an for decision-makers et al., and et al., 2013). the link between (and associated and EM activities has been is that have been Roz’s work on how EM activities can owner-managers to from such as earthquakes (Morrish and Jones, 2020). Yet, more research can be in this area. in recent scholars have examined the relationship between EM activities and organisational performance metrics (Alqahtani et al., 2025; Crick et al., et al., 2020; Sadiku-Dushi et al., Roz was known for highlighting how aspects of the marketing/entrepreneurship interface (e.g. strategic can small businesses to create enduring value for their customers (Jones and Rowley, 2011). That the nuances of the EM activities – firm performance association could be unpacked to a extent to the nature of this To that EM activities have been in a of empirical and including Roz’s research (Alford and Jones, 2025; Crick et al., Fillis et al., 2017; Jones et al., 2013; Mahdi et al., 2024; Morgan et al., 2015; Morrish and Jones, 2020). there is to develop the empirical aspects of marketing/entrepreneurship by how these organisation-wide actions in such as social companies and so on to Alqahtani and Uslay, Morris et al., Morrish et al., 2020). these future research directions not an Yet, they as some pertinent of how Roz’s research can be in the years to as EM scholars and to develop this body of objective of this editorial was to celebrate Roz’s life the scholarly contributions that her work made to the EM field. This objective was through the pertinent EM including the areas that Roz her Further, personal were provided by the co-authors of this paper to the ways that Roz impacted the wider EM community. some future research directions were in of the that EM scholars can to Roz’s work in the years to come. In Roz will be missed by many within the of was a but more importantly, was a to many the Roz – will be but

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