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Although theory points to the relevance of dynamic capabilities in firms that seek to drive new markets, we lack a clear understanding of how firms can develop and apply such capabilities. In this paper, we draw on a seven-step quasi-Delphi study to discuss how market-driving companies should conduct market-sensing, −seizing, and -transforming activities. We identify important research gaps related to determining needs in market sensing, making “big bets” versus taking small, incremental steps in market seizing, and individual versus collective market-driving activities in transforming markets, and on the role of agility and resources in market-driving activities. We propose an integrated research agenda to address these gaps and advance exploration of the market-driving phenomenon.

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This is an author-produced, peer-reviewed version of this article. © 2023, Elsevier. Licensed under the Creative Commons Attribution-NonCommercial-No Derivatives 4.0 license. The final, definitive version of this document can be found online at Industrial Marketing Management,

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