This study uses a national longitudinal sample of women to examine variations in the likelihood of entering, staying, and reentering self-employment by level of educational attainment. The study found that each likelihood increased with increasing levels of education. This finding supports the notion that less-educated women may face financial or human capital constraints which limit their business pursuits. The study also identified to what extent differences in each likelihood contributed to the overall difference in the likelihood of being self-employed between more- and less-educated women. Of the three, differences in the likelihood of entry accounted for most of the overall difference in the likelihood of being self-employed between the more and less educated.

If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which Downloaded by UNIVERSITY OF EXETER At 07:58 13 August 2015 (PT) publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation.The linkage of human resource management (HRM) to strategy formulation and strategy implementation is vital to the long-term success of the firm -its strategic performance. Several means of linking HRM and strategy have been proposed. Theories and models that show the range of choices in different aspects of the performance systems are discussed. A case of a large telecommunications firm attempting to integrate its performance system and strategy is presented. For each element in the performance system the old and the new performance system characteristics are contrasted. While the assessment of performance systems is ongoing, the most striking observation is that the performance appraisal system is the least changed and most problematic element.