Contextualizing Entrepreneurship in Emerging Economies and Developing Countries

Ramírez-Pasilla, Marcela; Brundin, Ethel; Markowska, Magdalena

doi:10.4337/9781785367533

Cited by 23 publications

(15 citation statements)

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“…The Mexican sample of FOBs in our study is a limitation due to contextual circumstances (Ramirez‐Pasillas et al, 2017). We cannot say if our findings apply to next generation external venturing in other countries, even if Mexico is similar to other Latin American settings.…”

Section: Discussionmentioning

confidence: 97%

“…EaP approaches focus on the practices that constitute the doings and choices of individuals involved in entrepreneurship (e.g., Champenois et al, 2019; Gartner et al, 2016; Hjorth, 2005; Johannisson, 2011; Steyaert, 2007; Steyaert and Katz, 2004; Tatli et al, 2014; Welter et al, 2017) and emphasize the lived experiences of individuals and their interactions as they employ various practices to engage in entrepreneurial activities (De Clercq and Voronov, 2009; Goss et al, 2011; Watson, 2013). EaP has gained increasing attention from scholars interested in micro‐level social interactions and context‐sensitive approaches for understanding how and why entrepreneurial activities take place (Chalmers and Shaw, 2017; De Clercq and Honig, 2011; Dey and Steyaert, 2016; Keating et al, 2014; Ramirez‐Pasillas et al, 2017).…”

Section: Guiding Theorymentioning

confidence: 99%

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Next Generation External Venturing Practices in Family Owned Businesses

Ramírez‐Pasillas

Lundberg

Nordqvist

2020

J Management Studies

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Drawing on an Entrepreneurship as Practice (EaP) approach, this article examines how next generation members in family owned businesses (FOBs) engage in external venturing. Our study builds on longitudinal qualitative research in two Mexican FOBs where the next generation launched ten ventures. It reveals five different practices of external venturing used by next generation family members: ‘obtaining family approval’, ‘bypassing family’, ‘family venture mimicking’, ‘jockeying in family’, and ‘jockeying around family’. The five practices are combined into three routes for external venturing: ‘imitating the family business’, ‘splitting the family business’, and ‘surpassing the family business’. Building on notions from Michel de Certeau’s practice theory, this study contributes to theorizing the five practices as ways of operating and the routes as modes of sensing to better understand how next generation family members deal with settings featured by dominant orders within the family and the FOB in their attempts to originate and launch their new ventures.

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Section: Discussionmentioning

confidence: 97%

Section: Guiding Theorymentioning

confidence: 99%

Next Generation External Venturing Practices in Family Owned Businesses

Ramírez‐Pasillas

Lundberg

Nordqvist

2020

J Management Studies

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“…Although a number of studies have investigated factors related to innovative behavior in services (Garg & Dhar, 2017), the sector's importance to developing economies has received little attention despite the significant role it plays in economic growth (Thakur & Hale, 2013). This study focuses on innovation in services in Pakistan, a developing economy (Ramírez-Pasilla, Brundin, & Markowska, 2017). Pakistan's growing services sector has drawn attention in recent years, particularly with the construction of the China-Pakistan economic corridor (CPEC) (Ministry of Finance, 2018b).…”

Section: Introductionmentioning

confidence: 99%

“…Third, the study advances the literature on the interactional effect of leader humility. Fourth, it enhances the understanding of the role of leader humility in service innovation in the context of Pakistan, which is both a developing economy (Ramírez-Pasilla et al, 2017) and a collectivist country (Hofstede, 2018). Fifth, the study advances the understanding of organizational justice and leader humility in the context of both social exchange theory and signaling theory.…”

Section: Introductionmentioning

confidence: 99%

Organizational Justice, Leader Humility, and Service Employees’ Innovative Behavior in a Collectivistic Culture: The Case of Pakistan

Abbas

Wei

2021

RBGN

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Purpose -This study serves two purposes: first, it analyzes the effects of the overall perception of justice in service industry organizations on their employees' innovative behavior; second, it investigates whether leader humility moderates the relationship between the aforementioned constructs.Design/methodology/approach -This study is quantitative in nature. A crosssectional survey method was used to collect data from 359 respondents, and a PROCESS macro for SPSS was used for the moderation analysis.Findings -The results show that employees who perceive fairness within their organization will reciprocate with innovativeness and that humility is a positive factor that increases innovative behaviors. Originality/value -Few studies have addressed the effect of the overall perception of justice on individuals' innovative behavior in service industries in developing economies and collectivist cultures. There is also a lack of empirical support regarding the role of leader humility in employees' innovative behavior. This study provides new insights into service employees' innovative behavior in a collectivist society and has implications for managers working in the services sector.

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“…Furthermore, Ekinsmyth (2011) demonstrates the value of a 'family embeddedness perspective' for understanding the experiences of 'mumpreneurs' in the UK. However, such studies remain largely reliant on the experiences of white female entrepreneurs in the Global North, with a few notable exceptions (Langevang et al, 2015;Minniti & Naudé, 2010;Pasillas et al 2017).…”

Section: Introductionmentioning

confidence: 99%

Business as family, family as business: Female entrepreneurship in Kampala, Uganda

Monteith

Camfield

2019

Geoforum

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Recent years have seen increased interest in entrepreneurship beyond the narrow realm of the economic. This article advances debates on the relationship between entrepreneurship and family through a longitudinal study of the experiences of female entrepreneurs in Kampala, Uganda. Drawing on a four-year panel of life history interviews, we demonstrate the value of an 'entrepreneurial life course' perspective for understanding the ways in which social and familial relations facilitate female entrepreneurship at certain junctures and restrict it at others. This perspective contributes to the literature on social embeddedness by foregrounding the temporal dimension of entrepreneurship. Furthermore, it illustrates the volatilities that characterise entrepreneurial life in urban African settings, challenging linear understandings of the entrepreneurial cycle that are based on the historical experiences of entrepreneurs in the global North.

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Contextualizing Entrepreneurship in Emerging Economies and Developing Countries

Cited by 23 publications

References 0 publications

Next Generation External Venturing Practices in Family Owned Businesses

Next Generation External Venturing Practices in Family Owned Businesses

Organizational Justice, Leader Humility, and Service Employees’ Innovative Behavior in a Collectivistic Culture: The Case of Pakistan

Business as family, family as business: Female entrepreneurship in Kampala, Uganda

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