Abstract:
The authors examine how entrepreneurial firms gain competitive advantage and hence
entrepreneurial success by optimizing their dynamic capabilities. Using a single case
design, incorporating in-depth interviews with key informants within an insurance company
inGhana, the authors attempt to highlight the limitations of an existing model. Their
key proposition is that the growth and profitability exhibited in the case study are largely
attributable to its ability to leverage its entrepreneurial orientation. They argue, therefore,
that despite the ability of the resource-based view to translate into competitive advantage
at the firm level, it falls short of longer-term competitive advantages and entrepreneurial
success—especially in the financial services sector with homogeneous product offerings
