As there has been an increasing influx of white collar woman professionals in Dhaka, maintaining work-family balance is becoming more critical day by day. This study particularly attempts to explore the correlation between working hour and work family imbalance. Three FGDs, each with 10 female managers, were conducted, to make a total sample size of 30. Findings report extensive working hours, per se 9-10 hours a day, as a lethal contributor to work family conflict, whereas shorter working hours (average 5-7 hours) have little or no affect. This study is based on Dhaka city and concentrated on private commercial organizations only. So an extended sample with more coverage is suggested.Keywords: Working hour, Work family conflict, Dhaka IntroductionWith the increase in dual-income families and employed single parents, conflict between work and family has reached a crisis (Beauregard, 2006). Rhona and Robert N. Rapoport (1969Rapoport ( , 1976 coined the terms "Dual Career Family" and "Dual Career Couple" (DCC) at that time these have become increasingly significant lifestyles (Greenhaus, 1989;Sekaran, 1983Sekaran, , 1985Sekaran, , 1986.Work and family are the key domains of life to many people (Whitely and England, 1977), and, not surprisingly, work-family conflict (WFC) research has become a major area in organizational research (Parasuraman and Greenhaus, 2002). Work-family stress has been identified as a major problem for working mothers (Aryee et al, 1999, Ng et al, 2002.Most family/work research emphasizes the idea that conflict has an impact on individual's emotional and physical condition, thus causing disadvantages for companies due to absenteeism and diminishing productivity (Cooper and Williams, 1994). Not only conflicts between the two fields might affect productivity, spillover theory (Caligiuri and Cascio, 1998) rather suggests that problems in one domain (e.g. home-life) will affect the other (e.g. performance in the job).There are two types of work-family conflicts (Boyar et al, 2008) A. "work interfering with family" conflict (WIF); and B. "family interfering with work" conflict (FIW) (e.g. Carlson et al., 2000; Frone et al., 1992a Frone et al., , 1996Gutek et al., 1991;Netemeyer et al., 1996). International Journal of Business and Management 28Work-family conflict and family-work conflict are distinct, but conceptually related forms of inter-role conflict (Frone et al., 1992;Netemeyer et al., 1996). Work-family conflict refers to "a form of inter-role conflict in which the general demands of, time devoted to, and strain created by the job interfere with performing family-related responsibilities" and family-work conflict refers to "a form of inter-role conflict in which the general demands of, time devoted to, and strain created by the family interfere with performing work-related responsibilities" (Netemeyer et al., 1996).Both forms of conflict basically result from an individual's attempts to meet an overabundance of demands emanating from the home/family and work domains in whic...

The study presents two entrepreneurship typologies: necessity-driven and opportunity-driven. ‘Opportunity’ entrepreneurs start a business to pursue an opportunity, while ‘necessity’ entrepreneurship is requirement-based and attempts for the best option available in the absence of alternate employment opportunities. Push and pull effects are analogous to necessity-based and opportunity-based entrepreneurship. The study explored success through stages of the entrepreneurial process. The push entrepreneur proved her resilience despite the absence of spousal support. Behind the pull entrepreneur’s success was spousal support. The key findings are that success is influenced by the entrepreneur’s grit, willpower and attitude. The objective of the case is to study two typologies of entrepreneurship, based on their motivation to become an entrepreneur—necessity-driven and opportunity-driven. It also examines the various factors that could influence the success of entrepreneurship. Both entrepreneurs discussed in the study had several common factors. The two succeeded in their entrepreneurship due to their sheer grit, determination and a feeling of higher purpose. Multiple pieces of evidences exist to show that grit is a success factor linked to positive outcomes. The phenomenon studied in this case include ‘opportunity’ and ‘necessity’ entrepreneurs. It also studied the push and pull effects in entrepreneurship, which are analogous to opportunity-based and necessity-based entrepreneurship. The push entrepreneur was involved in boutique business, and pull entrepreneur was in catering business. The findings are that the push entrepreneur demonstrated resilience despite many drawbacks. The success of the pull entrepreneur’s involved spousal support too. In both cases, the critical finding is that success is influenced by the entrepreneur’s grit, willpower and attitude. Further, neither of the women entrepreneurs took any loan to fund their business. Both entrepreneurs discussed in the study had a few common factors. Both of them were educated. The two entrepreneurs exhibited grit, determination and a feeling of higher purpose. Grit has been found to be a success factor and linked to positive outcomes.

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At a time when emerging India pushes hard for a forward move to gain a competitive position in the landscape of the world this concept paper looks deeper into the potential of SAARC, in particular, the potentials of the ‘middle class’ of the region. Authors, in this paper, have drawn in arguments from a wide array of literatures in favor of the notion that emerging India can further accelerate her growth engine through optimum exploration of the latent potentials of the ‘middle class’ in the SAARC (South Asian Association of Regional Cooperation). The rise in ‘middle class’ in the East Asia has been the result of greater economic advancement of the region at large, which has reciprocated growth further through greater consumption. SAARC region, where the size of middle class stands around 385.25 m with an average annual consumption of $ 310 b holds an immense ground of potential. There exists some common denominators that are shared by the ‘middle class’ in the region; like: aspiration to live better, propensity to consume world class sophisticated products and cultural homogeneity. This qualitative feature adds further to the existing ‘size’ opportunity. With India's lead in technology, innovation, media, R&D and human capital she is in upper hand to realize the potentials of the ‘middle class’ of the SAARC.