The Single Mother Entrepreneurs Business Growth Conundrum: What Matters?

Abstract

This paper builds its argument on the basis that research on women's business growth should consider the identity of sub-groups, especially single mothers. Therefore, this descriptive and exploratory study aims to describe the growth of single mother entrepreneurs' businesses and to explore issues related to growth. This study employs an online survey of 196 single mother entrepreneurs who are members of the Women and Single Mother Entrepreneurs Society. The respondents were selected through the non-probability sampling technique of purposive sampling. The data are analyzed using the descriptive statistics based on the five stages of small business growth cycles proposed by Churchill and Lewis (1983). Based on the five stages of small business growth cycles, it is found that the single mother businesses have performed reasonably well to surpass the Existence and Survival stages. Nevertheless, tougher growth challenges appear as the business approaches the next stage due to the knowledge barriers consist of "know-how and know-who". The barrier impedes single mother businesses to progress into the Success stage, as they may remain either in the sub stage 3-Growth (3-G) or sub stage 3-Disengage (3-D). Personal issues seem not to be growth barriers for these single mother entrepreneurs. Knowledge barriers impose direct and indirect effects on business growth. The barrier occurs due to the limited level of knowledge and management experience as show in this context. Contribution/ Originality:This study contributes to the existing literature by exploring growth barriers within the context of single mother entrepreneurs. It examines the barriers within the framework model of the five stages of small business growth cycles.

Incubators and Micro and Small Enterprise Growth: A Narrative Literature Review

“…The growth challenges arise due to the disadvantages inherited by micro and small businesses (Abduh et al, 2007;Akçomak, 2009;Dhochak, Acharya, & Sareen, 2019;Hewitt & van Rensburg, 2020;Jacobs et al, 2017;Mazzarol, Reboud, & Tye, 2006;Yap et al, 2019). The MSEs usually have disadvantages due to a lack of economies of scale either from the output or input sides, an absence of process and product innovations, difficulty in gaining access to tangible and intangible resources, limited access to scientific knowledge, poor management skills, and lack of know-how information (Akçomak, 2009;Dhochak et al, 2019;Ishak, Omar, Osman, Jasli, & Hussain, 2021;Jacobs et al, 2017;Kamunge, Njeru, & Tirimba, 2014;Mazzarol et al, 2006).…”

“…remain at the status quo and later diminish from the market as a result of natural selection. At this point, external support becomes crucial to complement and overcome the leadership crisis and ensure growth momentum (Ishak et al, 2021). External support plays a role in absorbing the inherited deficiencies of being "small", developing stronger entrepreneurial skills and capabilities and preparing the organisation to be an independent entity in the marketplace.…”