Resource-based theory (RBT) has not been systematically applied to strategizing the market-related assets of the firm. By examining the role of these intangible assets in the context of small business management, the authors attempt, in this article, to put forward an environment–resources–performance contingency model, synthesizing the various findings in the literature on ‘marketing assets of SMEs’. The conceptual framework is deployed to assess innovativeness and operational superiority through market-related assets within 64 small and medium-sized firms operating in the Finnish meat-processing industry. The empirical results indicate strong positive associations between the key constructs involved, and further indicate that these relationships have a contingency-specific profile. The implications of these findings for practice and research are discussed.
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