Entrepreneurship in Lebanon: a model for successes and failures

Mezher, Toufic; El-Saouda, Rony; Nasrallah, Walid F.; Al-Ajam, Maher

doi:10.1504/ijacmsd.2008.020488

Cited by 9 publications

(10 citation statements)

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“…Yet, in the same country, values of competitiveness, personal interest, and egoism are equally prevalent. The Lebanese economy is highly characterized by entrepreneurial activity led by the private sector where 98 percent of firms are SMEs (Mezher et al, 2008). Family firms make up 85 percent of the private sector (Fahed-Sreih et al, 2010), rendering the Lebanese business environment a suitable context for this study.…”

Section: The Context Of the Studymentioning

confidence: 99%

Succession in the family business: drivers and pathways

Baba

2016

International Journal of Entrepreneurial Behavior &Amp; Research

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Purpose-The succession process represents one of the most critical events in the family business lifecycle. The purpose of this paper is to explore this process while focussing first on the drivers behind the choice of successor and, second, on the impact of this choice on the entrepreneurial behavior of the siblings. Design/methodology/approach-The qualitative approach was used in which multiple case analyses were performed. A total of 12 cases were purposively selected from the Lebanese private sector, and semi-structured interviews were conducted with the successors and the founders when available. The interview data were transcribed and a coding scheme was created to generate relevant categories. Those categories were named and later reassessed by an external researcher to ensure inter-rater reliability. Findings-The three dimensions of social capital were found to have a profound influence on the succession decision with much focus on familial stewardship as an emerging cognitive driving force. When "familial stewardship" is shared by incumbent and sibling, it strengthens the latter's chances of being chosen as successor. Further, a succession pathways model was introduced that depicts the siblings' behavior following the succession decision which seems to often trigger further entrepreneurship. Originality/value-This study is distinct as it introduces a new cognitive construct that helps rationalize the successor-selection decision in a Middle Eastern context. It also goes beyond the succession event to depict potential entrepreneurial behavior triggered by succession.

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Section: The Context Of the Studymentioning

confidence: 99%

Succession in the family business: drivers and pathways

Baba

2016

International Journal of Entrepreneurial Behavior &Amp; Research

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“…To attempt to survive and earn a Selected Key External Factors Influencing the Success of Rural SMEs in S. Africa living, some rural people start their own small businesses, but many of these end up failing (Watson, 2005). Mezher et al (2008) indicate that entrepreneurs operate in an unstable environment, facing many different kinds of difficulties, including infrastructural problems. Watson (2005) states that many South African rural areas are characterized by sparse populations, remoteness, poor infrastructure, poor or no access to markets, and other infrastructural factors that restrict rural economic development.…”

Section: Infrastructural Factorsmentioning

confidence: 99%

Selected Key External Factors Influencing the Success of Rural Small and Medium Enterprises in South Africa

Lekhanya

Mason

2014

J. Enterprising Culture

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Small businesses are critical to improving economic development in rural areas of South Africa. However, rural entrepreneurs are still faced with challenges and problems which make the success of small businesses, especially in rural areas, uncertain. This paper investigates business environmental, financial and infrastructural factors that influence the success or otherwise of Small and Medium Enterprises (SMEs) in rural areas. Primary data was collected in five rural areas of KwaZulu-Natal (KZN) from a sample of 374 business owners/ managers, with respondents completing a questionnaire. Access to finance and skills shortages were the factors that most significantly differentiated between more successful and less successful rural businesses in KZN. The majority of respondents indicated that poor roads/transport and access to electricity were major problems.

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“…For example, Shane et al (1991) concluded that the opportunity to be innovative and the leaders or developers of new technology were frequently cited as the reasons for starting a new business. With respect to Lebanon, in a recent study by Mezher et al (2008), it was concluded that no continuous innovation or flexibility was given the highest overall ranking for the failure of entrepreneurial ventures in Lebanon. Flexibility meant quick adaptation to an unstable market which was necessary for a country with Lebanon's turbulent political and economic situation and hazy future.…”

Section: Innovationmentioning

confidence: 99%

“…In an interview with Lebanon Opportunities, Fadi Abboud, President of the Association of Lebanese Industrialists, explained that Lebanese exports are making low profits, and in some cases no profit at all, because of the lack of economies of scale, which are very important in reducing costs (Abboud, 2002, p. 27). According to the study by Mezher et al (2008), inferior product quality was identified as the most important factor causing SMEs in Lebanon to fail. It is true that nowadays, the issue of quality is no longer debatable because it is a prerequisite to market entry.…”

Section: Innovationmentioning

confidence: 99%

“…Rather than only concentrating on the development or upgrading of products, research and development needs to concentrate on management and human resource development, including knowledge management and information technology (UNDP, 2002). In the Mezher et al (2008) study, the lack of experience of an entrepreneur or manager in his/her domain of work was identified as the most important factor for SME failure. Furthermore, conflict between business partners was also identified as a major factor for small business failures.…”

Section: Innovationmentioning

confidence: 99%

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International Entrepreneurship in Lebanon

Ahmed¹,

Julian²

2012

Global Business Review

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This article provides a review of Lebanese entrepreneurial business practices since the 1920s. The characteristics of Lebanese culture are covered with special reference to the value systems inherent within Lebanese management practices. The historical development of Lebanese business in the context of management, culture and practices; innovation; individualism and collectivism; the role of government; indigenous entrepreneurs; education and training; and internationalization of Lebanese business is also reviewed via the literature and selected case studies. It is clear that the historical development of domestic business in Lebanon is unique and has been influenced by the civil war to a large extent and Lebanon’s previous trading relationships with its Arab neighbours.

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Entrepreneurship in Lebanon: a model for successes and failures

Cited by 9 publications

References 0 publications

Succession in the family business: drivers and pathways

Succession in the family business: drivers and pathways

Selected Key External Factors Influencing the Success of Rural Small and Medium Enterprises in South Africa

International Entrepreneurship in Lebanon

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