Entrepreneurial competencies of women entrepreneurs pursuing business growth

Abstract

PurposeEntrepreneurial competencies have an impact on firm performance and growth. The purpose of this paper is to report empirical research into the entrepreneurial competencies reported by female entrepreneurs who are committed to the growth of their business.Design/methodology/approachA questionnaire‐based survey of female entrepreneurs in England and Wales was conducted. The core of the questionnaire was a list of entrepreneurial competencies compiled from previous theoretical and empirical frameworks, coupled with Likert scales through which the entrepreneurs were invited to rate their ability in relation to each competency. PCA was conducted in order to identify clusters of competencies, and to identify the competencies that loaded onto those clusters.FindingsFour main clusters of competencies were identified: personal and relationship, business and management, entrepreneurial, and human relations competencies. Whilst previous research on the competencies of entrepreneurs has identified the two clusters of business and management, and entrepreneurial competencies, the competencies in the other two clusters have received less attention and have not been identified as clusters. Arguably, competencies in these clusters are valued more highly by female entrepreneurs than by their male counterparts.Originality/valueThis study is the first to offer a comprehensive analysis of the competencies of female entrepreneurs. By identifying four key groups of competencies, the research provides the basis for an agenda for focus in education, and development of female entrepreneurs. More specifically, the Female Entrepreneur Competence (FEC) framework generated by this research can be used to support female entrepreneurs in the self‐assessment of their competencies.

Women entrepreneurship in South Africa: Understanding the role of competencies in business success

“…This study is an extension of Man (2001) study, the study of Noor (2007) and that of Mitchelmore and Rowley (2013); therefore, the behaviours that reflected the 12 competency domains remain the focus. The competency domains identified by Man (2001) and validated by other researchers were as follows: (1) 'Strategic', (2) 'Commitment', (3) 'Conceptual', (4) 'Opportunity', (5) 'organising and leading', (6) 'relationship', (7) 'learning', (8) 'personal' and (9) 'technical'.…”

“…The competency domains identified by Man (2001) and validated by other researchers were as follows: (1) 'Strategic', (2) 'Commitment', (3) 'Conceptual', (4) 'Opportunity', (5) 'organising and leading', (6) 'relationship', (7) 'learning', (8) 'personal' and (9) 'technical'. Additional competency domains identified by Noor (2007) and Mitchelmore and Rowley (2013) are (10) 'ethics', (11) 'social responsibility' and (12) 'familism'.…”

“…Because the success of SMMEs is arguably more dependent upon the owner's capabilities than is the case with larger enterprises, it is therefore important to develop competencies among entrepreneurs to give the SMMEs (or micro, small and medium enterprises, MSMEs, as they are sometimes called) a sustainable competitive advantage (Mitchelmore & Rowley 2013). Irene (2016) affirms this position, arguing that the competencies of the owner-manager in SMMEs are 'individually specific', whereas larger firms are 'organisationally indexed'.…”

An Analysis of Bookkeeping Practises of Micro-Entrepreneurs in the Retail Clothing Industry in Cape Town, South Africa

“…It is therefore essential for micro-entrepreneurs to practise bookkeeping as it is one of the important business skills. Failure to practise bookkeeping has dire consequences which may lead to business failure [3,[57][58][59][60].…”

Empirical Evidence of Entrepreneurial Competencies and Firm Performance: A Study of Women Entrepreneurs of Nigeria

“…Competencies of the entrepreneurs are one of the significant determining factor for success, performance and growth or failure of business operation (Brinckmann, 2008;Kiggundu, 2002;Mitchelmore & Rowley, 2013). Furthermore, women entrepreneurs mostly operate small scale type of businesses which requires the businesses to depend mainly on the competencies of the owner.…”