'Just sisters doing business between us': gender, social entrepreneurship and entrepreneurial resilience in rural Malaysia

Adnan, Airil Haimi Mohd; Jaafar, Riza Emifazura; Nasir, Zarul Azhar; Mohtar, Nor Marini

doi:10.1504/ijesb.2016.073992

Cited by 18 publications

(17 citation statements)

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“…Entrepreneurial resilience is often presented as synonymous with individual resilience (see, Adnan et al , 2016; Bullough and Renko, 2013). In the entrepreneurship literature, resilience tends to be presented as either “a personality trait of the entrepreneur” (Bernard and Barbosa, 2016, p. 89) or as an outcome of entrepreneurial life experiences (de Vries and Shields, 2006).…”

Section: Entrepreneurs Entrepreneurial Behaviors and Sme Resiliencementioning

confidence: 99%

How entrepreneurial resilience generates resilient SMEs

Branicki

Sullivan‐Taylor

Livschitz

2017

IJEBR

245

285

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Purpose The purpose of this paper is to investigate how entrepreneurial behaviors support small and medium-sized enterprise (SME) resilience, refine the concept of entrepreneurial resilience, and identify how SME resilience might be promoted. Design/methodology/approach Qualitative data were collected in the UK via 11 focus groups which provided a sub-sample of 19 SME participants. Findings Because of their experience operating in uncertain environments, their direct experience of adversity, and the informal organizational settings they inhabit, entrepreneurs are often highly resilient and possess capabilities that enable SMEs to be resilient. Entrepreneurial resilience provides a basis for SME resilience that differs significantly from best practices as understood in larger firms. Research limitations/implications Exploratory qualitative research on a small sample (n=19) limits the generalizability of this work. Further research could quantitatively test the paper’s findings and/or examine the link between entrepreneurial resilience and the resilience of larger firms. Practical implications Rather than encouraging formal planning and redundancy, policy and practice designed to promote the resilience of SMEs should pay greater attention to building capacities to cope with uncertainty, generating and leveraging personal relationships, and activating the ability to experiment and think creatively in response to crises. Originality/value This paper draws on organizational psychology research to refine understanding of entrepreneurial resilience and to empirically examine and inductively theorize the multi-level relationships between entrepreneurial resilience and SME resilience.

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Section: Entrepreneurs Entrepreneurial Behaviors and Sme Resiliencementioning

confidence: 99%

How entrepreneurial resilience generates resilient SMEs

Branicki

Sullivan‐Taylor

Livschitz

2017

IJEBR

245

285

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“…The scope of these studies is broad, encompassing the use of familial language to signal the social value components of firm missions (Moss et al, 2018), viewing the firm as a vehicle to perpetuate family values and culture (Randolph et al, 2019), and relying on family moral and belief structures when determining targets of social missions (Li et al, 2015). The role of the family in providing moral guidance by serving as a source of values is not surprising considering that the family is often the dominant social group guiding the development of individual values, interpreting social pressures, and identifying social dilemmas (Adnan et al, 2016). Family influence is therefore important in shaping the motivations of social entrepreneurs, even if their ventures are not family firms (Pret & Carter, 2017).…”

Section: Review Findingsmentioning

confidence: 99%

“…When the family is conceived primarily as a source of entrepreneurial values, family beliefs and family goals shape how a firm advances a social mission. Family beliefs, the moral and logic systems underlying family values and culture (Adnan et al, 2016), and the capacity of family firms to leverage firm resources toward family-centered objectives (Chrisman et al, 2012), suggest family values can significantly shape entrepreneurial motivations and firm strategy. Family beliefs and cultural practices have long been understood to shape the professional and entrepreneurial motivations of children (El Kallab & Salloum, 2017; Lim & Omar, 2019).…”

Section: Review Findingsmentioning

confidence: 99%

“…Much of this literature, however, is aimed at entrepreneurship audiences and hence emphasizes behaviors and dynamics of aspiring entrepreneurs and new ventures. Articles that consider more mature firm populations, while a small portion of our sample, provide interesting insights suggesting that firms’ prosocial orientations may diminish, or even reverse, as firms age, grow, and diversify ownership (Adnan et al, 2016; Graafland, 2020; Healy, 1996). Thus, we see a salient rift in research hinging social missions on family values compared with family goals, with the latter often considered with a pejorative air.…”

Section: Review Findingsmentioning

confidence: 99%

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When Family Business Meets Social Enterprise: An Integrative Review and Future Research Agenda

Randolph

Alexander

Madison

2022

Family Business Review

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Although family businesses and social enterprises are typically examined as distinct organizational forms, research in both domains recognizes the significant influence of family on organizational goals. Our cross-disciplinary review of 104 articles, published in 50 journals between 1996 and 2020, capitalizes on this family connection and synthesizes the varied ways family influence has been examined in extant literature. Our review considers the role of the family in shaping social missions and directing social value while also emphasizing the importance of community stakeholders. Our findings provide a foundation for understanding the dynamic role of family influence across domains and enhancing interdisciplinary learning.

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“…Individual: Individual resilience is frequently portrayed as being synonymous with entrepreneurial resilience, albeit this is not the case(Bullough & Renko, 2013;Ayala and Manzano, 2014;and Adnan et al, 2016). Rather, individual resilience and entrepreneurial resilience "are adjacent and potentially complementary ideas"(Branicki et al, 2017).…”

mentioning

confidence: 99%

Challenges and Opportunities of Building Resilient MSMEs in Zambia

Kaombe¹

2021

ijcsrr

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This research paper addresses the challenges and opportunities in building resilient Micro, Small and Medium Enterprises (MSMEs) in Zambia. The paper also examines the different forms of resilience and there implications on organisational resilience. The findings indicates that challenges encountered by MSMEs in building resilient business organisations can be addressed in different ways including through the development and implementation of monitoring and response capabilities, learning abilities and anticipation. The research study relied on secondary data sources and was able to conclude that building resilient MSMEs was vital for the survival of these business organisations.

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'Just sisters doing business between us': gender, social entrepreneurship and entrepreneurial resilience in rural Malaysia

Cited by 18 publications

References 0 publications

How entrepreneurial resilience generates resilient SMEs

How entrepreneurial resilience generates resilient SMEs

When Family Business Meets Social Enterprise: An Integrative Review and Future Research Agenda

Challenges and Opportunities of Building Resilient MSMEs in Zambia

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