This paper discusses the findings from a pilot study which forms part of a larger, ongoing study considering the nature of family dynamics in ethnic minority-owned family businesses based in the UK. The paper explains the cultural theoretical framework for the study and highlights some of the cultural aspects identified in one Pakistani family business. Ethnic minority entrepreneurs, including those of Pakistani, Indian, Asian and Caribbean descent, are making significant contributions to UK economic development. Previous studies (JEMS 27(2), 241-258, 2001; http://ssrn.com/ abstract=1496219, 1990) have shown that in the UK, the number of ethnic minority start-ups is high compared to other groups. However, the contribution of migrant entrepreneurs has been largely neglected by both entrepreneurship researchers (EURS 11(1), 27-46, 2004; EPGP 7(1), 153-172, 1989) and family business researchers. The unit of study for the investigation is the family. Investigations where the family is the unit of study are relatively unusual in the family business literature, and there have been recent calls for more studies of this type (FBR 22, 216-219, 2009). This study extends the work of (IJEBR 10(1/2), 12-33, 2004) by looking in depth at the impact of culture and family on entrepreneurial aspirations in the context of UK-based, Pakistani, family-owned businesses. The pilot study sought to determine the entrepreneurial nature of Pakistani family businesses based in the UK, focusing particularly on the cultural aspects of the family in order to understand the differences between the Pakistani and UK contexts. This study contributes to our knowledge as it is, as far as the authors are aware, the first case study to focus on the family in a Pakistani family business in the UK SME sector. It not only explores the cultural and individual struggles experienced by the brothers in the family but also exposes the extreme work-life imbalance that exists in small, family-run businesses and demonstrates the effects that this has on all involved. It offers a unique insight into the business culture and personal culture in a Pakistaniowned family firm, thereby casting light on an aspect of British Pakistani life which is currently under-researched.

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Purpose The purpose of this paper is to add to the existing wealth of knowledge on the benefits and challenges of social entrepreneurship in Egypt, a challenging emerging economy. Design/methodology/approach The research combines secondary and primary research with the latter including interviews across the public, private and social entrepreneurship sectors, together with surveys to gather Egyptian and international perspectives. Findings The study addresses several political, cultural and economic themes that significantly influence the emergence and growth of social entrepreneurship organisations in Egypt. Research limitations/implications Egypt is undergoing significant change at present; hence, this research provides a snapshot of what may be considered a very dynamic environment. Practical implications Recommendations are made that have practical implications for each of the public, private, development and non-profit sectors in Egypt. It is suggested that the public sector ought to unite its efforts under one umbrella organisation, the private sector could benefit from growing social awareness across the region, while development groups should continue to focus on education generally. Non-profit entities can seek to collaborate with others, and all organisations can make better use of developing global communications technology. Social implications A base of social entrepreneurship is already established in Egypt, but this research suggests that further encouragement of these initiatives could help develop the economy and foster a more socially aware culture and political landscape. Originality/value Social entrepreneurship in Egypt continues to evolve, and this research identifies a number of economic, cultural and political perspectives that, if addressed, could help accelerate progress.

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Motivated by calls to explore corporate outcomes of gender diversity‐related dependencies in a firm's upper echelons, we examine whether gender diversity in manager‐owner(s) teams shapes innovation. Using the context of emerging markets and a large surveydataset drawn from the Business Environment and Enterprise Performance Survey (BEEPS), we find robust evidence suggesting that gender‐diverse manager‐owner(s) teams are associated with higher odds of undertaking innovation. Specifically, women (men) owned firms managed by a male (female) top manager are associated with a higher likelihood of undertaking innovation relative to women (men) owned firms managed by women (men). Additionally, we find that female‐owned firms run by male (female) top managers are the most (least) innovative and male‐owned firms run by female (male) top managers are the second (third) innovative. Our findings indicate that heterophilic manager‐owner(s) teams have the potential to foster innovation in emerging markets. More importantly, our results suggest that initiatives promoting manager‐owner(s) team's gender diversity have the potential to overcome the social and structural barriers that impede innovation in emerging economies.