Good Practices in the Promotion of Female Entrepreneurship

Sheikh, Sonja; Pecher, Ingrid; Steiber, Nadia; Heckl, Eva

doi:10.22163/fteval.2002.236

Cited by 7 publications

(6 citation statements)

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“…There is no universal definition of a micro-business as different criteria including size, number of employees and financial turnover per annum might be used (Devins et al , 2005; Greenbank, 2000; Roberts and Wood, 2001). Following the criteria of the European Commission and the Organisation for Economic Co-operation and Development (OECD), a micro-enterprise is the one who employs no more than ten full-time employees (OECD, 2018; Sheikh et al , 2002).…”

Section: Theoretical Backgroundmentioning

confidence: 99%

Managing informal service organizations at the base of the pyramid (BoP)

Reynoso

Cabrera

2019

JSM

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Purpose This paper aims to explore and learn about managerial practices of informal services at the base of the pyramid (BoP). Design/methodology/approach The study reports findings of an empirical research conducted in 16 cities in Mexico during a two-year period. Managerial practices in 327 micro-businesses were identified and analyzed after conducting direct observation and personal interviews with owners, employees and customers of these BoP informal service businesses. Findings The paper shows that managerial practices of BoP informal service micro-businesses are developed through a dynamic, integrated network of owner, employees and customers who integrate scarce resources building win-win-win relationships to satisfy their basic daily needs. Practical implications The creation and management of a BoP informal service business is mainly a matter of satisfying basic needs, aiming to positively transform a community by improving well-being. This paper provides insights to understand those relationships and interactions among the main actors involved, highlighting the need to identify and integrate the BoP service management cycle to better address their needs. Originality/value This paper proposes a conceptual service management framework for informal micro-businesses at the BoP integrating the owners, employees and customers’ perspectives. Three corresponding cycles are identified and discussed, which are useful to elicit relevant characteristics of key roles, activities, interactions and relationships taking place in informal services.

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Section: Theoretical Backgroundmentioning

confidence: 99%

Managing informal service organizations at the base of the pyramid (BoP)

Reynoso

Cabrera

2019

JSM

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“…In spite of these various criteria, definitions are usually based on employment, particularly in the European context. The European Commission defines a micro‐enterprise as one who employs no more than ten full‐time employees (Sheikh et al , 2002), and this definition is applied in the context of this paper. This definition is also taken as the baseline in terms of comparative literature, and where writers define “small firms” in the context of this definition, their findings are assumed to relate to the micro‐firm milieu despite the small firm label.…”

Section: Literature Reviewmentioning

confidence: 99%

A resource‐based view of micro‐firm management practice

Kelliher

Reinl

2009

Journal of Small Business and Enterprise Development

142

206

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Purpose -The purpose of this paper is to discuss a resource-based approach for exploring micro-firm management practice, as informed by the relevant literature. Specifically, the paper analyses available literature and catalogues micro-firm and managerial competence criteria in pursuit of managerial insights in this environment. Design/methodology/approach -A comprehensive literature review precedes the conceptualisation of micro-firm management practice. Findings -Literary findings suggest that, considering micro-firms' internal resource constraints, minimal environmental power, and owner-centred culture, it is vital for these organisations to embed their valuable resource in their core business strategy, to ensure survival in the longer term. Furthermore, there is an assumption that knowledge must be used optimally within the micro-firm by developing the analytical and critical skills of individuals, groups and the entire organisation so as to sustain and grow these firms' competitive advantage. Having identified and catalogued a range of factors that impact micro-firms, the authors propose a "resource taxonomy of micro-firm management practice", which establishes factor interaction and the interrelationships between each resource in this environment. The purpose of this taxonomy is to assist in the analysis of management practices in the micro-firm milieu.Research limitations/implications -The authors go on to discuss taxonomy implications for micro-firm training policy and propose further exploration of micro-firm management practice and resource-based research in this environment. Originality/value -Academic research, which focuses specifically on the micro-firm, has historically been rare, despite multiple calls to study these firms in their own right. By proffering a "resource taxonomy of micro-firm management practice", the authors seek to inform this neglected research area.

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“…Since immigrant entrepreneurs often conduct their entrepreneurship in close contact with their families (Evansluong, 2016), including the home-country family members, the immigrant entrepreneur's extended family constitutes the unit of analysis. However, as the investigated firms can be classified as founder-centered (Salvato, 2004) micro-firms (Sheikh et al. , 2002), the authors focus on the immigrant entrepreneur's entrepreneurial interactions with the family and other essential actors.…”

Section: Methodsmentioning

confidence: 99%

Family influences on entrepreneurial orientation in immigrant entrepreneurship

Ljungkvist

Evansluong

Boers

2023

IJEBR

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PurposeThis study explores how the family influences the entrepreneurial orientation (EO) process in immigrant businesses.Design/methodology/approachThe paper draws on inductive multiple-case studies using 34 in-depth interviews. This paper relies on three cases of immigrant entrepreneurs originating from Mexico and Colombia that established firms in Sweden.FindingsThe results suggest that EO development trajectories vary in the presence of family roles (i.e. inspirers, backers and partners), resulting in the immigrant family business configurations of family-role-influenced proactiveness, risk-taking and innovation.Originality/valueThe immigrant family configurations drive three EO-enabling scenarios: (1) home-country framing, (2) family backing and (3) transnational translating. Immigrant family dynamics facilitate the development of EO over time through reciprocal interaction processes across contexts. This study indicates that, through family dynamics, EO develops as mutually interactive processes between the immigrant entrepreneur's family in the home and host countries.

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Good Practices in the Promotion of Female Entrepreneurship

Cited by 7 publications

References 0 publications

Managing informal service organizations at the base of the pyramid (BoP)

Managing informal service organizations at the base of the pyramid (BoP)

A resource‐based view of micro‐firm management practice

Family influences on entrepreneurial orientation in immigrant entrepreneurship

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