Entrepreneurial ecosystem, gig economy practices and Women's entrepreneurship: the case of Lebanon

Abstract

PurposeThe negative consequences of the COVID-19 pandemic and the current economic situation, especially in certain countries, have compelled organizations to shrink their hierarchies, reduce working hours, freeze hiring, and rely on gig workers to perform tasks. While these circumstances may be seen as a threat, certain vulnerable labor groups, such as women, seized the opportunity to develop entrepreneurial skills and launch their own firms. Others addressed smart platforms to engage in gig economy activities. This research investigates the aspects that drive women to be entrepreneurs, exploring the relationships between the entrepreneurial ecosystem, the gig economy, and women's entrepreneurship in a developing country.Design/methodology/approachData were collected from 300 female entrepreneurs in Lebanon through questionnaires that measured the indicators and variables of the proposed model, which was tested applying partial least square.FindingsThe results show a positive influence of the entrepreneurial ecosystem and gig economy on women's entrepreneurship, stronger in the case of entrepreneurial ecosystem elements and almost similar for opportunity and necessity entrepreneurship.Originality/valueThis research achieves empirical evidence on the relationship between the entrepreneurial ecosystem, the gig economy, and women's entrepreneurship in the case of a developing country. The originality of this paper lies in its empirical and gendered approach, considering together the effects of entrepreneurial ecosystem factors and gig economy practices on women's entrepreneurship, especially relevant in a regional context like Lebanon, where digital economy may constitute an opportunity for economically vulnerable groups.

Transformational and Transactional Leaders and Their Role in Implementing the Kotter Change Management Model Ensuring Sustainable Change: An Empirical Study

“…While some investors perceived these environmental conditions as a peril and have chosen to permanently depart the country and cease operations, others have responded in a contrasting manner. They viewed the adverse economic circumstances as a chance to alter their organization's strategies by several means, such as restructuring, product line changes, becoming entrepreneurs, and engaging in international business activities, taking into consideration the ecosystem that fosters the alternation of their strategy [71,72].…”