Women in enterprise : a different perspective

According to this detailed study of UK women and entrepreneurship produced for RBS by Aston Business School, women do not have any individual or collective entrepreneurial deficit. Instead, this report finds that it is a combination of challenge and choice. Whilst there is clearly a cultural challenge, women also choose to use entrepreneurship differently

Barriers and Bridges: An Action Plan for Overcoming Obstacles and Unlocking Opportunities for African American Men in Pittsburgh

Among the region's residents, Pittsburgh's African American men have historically and disproportionately faced unprecedented barriers to economic opportunities. This study, supported by The Heinz Endowments, focuses on structural barriers that contribute to persistent racial disparities in the Pittsburgh region. Structural barriers are obstacles that collectively affect a group disproportionately and perpetuate or maintain stark disparities in outcomes. Structural barriers can be policies, practices, and other norms that favor an advantaged group while systematically disadvantaging a marginalized group. A community touched by racebased structural barriers can be identified by the racial and economic stratification of its residents; Pittsburgh, like many large cities in the United States, fits that description

Connecting Labor Market Institutions, Corporate Demography, and Human Resource Management Practices

With the growing attention to entrepreneurship as an engine of job creation and economic development, it is important for social scientists who are broadly interested in labor market and employment topics to focus attention on new firms and the policies and practices that surround them. The authors argue that the next generation of scholarship should pay particular attention to labor market institutions, the ecosystem of existing employers, and the human resource management practices that provide the strategic context for entrepreneurs and shape the career opportunities for workers. Remarkable variation occurs across space and time in the prevalence and performance of entrepreneurs. There are also many open questions as to the antecedents and consequences of entrepreneurship, for entrepreneurs, their communities, and their employees. The availability of new administrative data across many countries will allow for comparative cross-national studies and will provide opportunities to bring qualitative and mixed-method approaches to entrepreneurial labor market studies. This introduction and the articles in this special issue offer a path forward

From \u27Break Out\u27 to \u27Breakthrough\u27: Successful Market Strategies of Immigrant Entrepreneurs in the UK

This paper explores the strategies that enable ethnic minority immigrant entrepreneurs to \u27break out\u27 of local ethnic markets and \u27break through\u27 into more promising markets with greater opportunities. It analyzes the contextual and personal characteristics of the entrepreneurs that implement those strategies, based on a primary survey of South Asian entrepreneurs in the UK. The analysis suggests that breaking out of co-ethnic customer markets is neither necessary nor sufficient for entrepreneurial expansion. The critical factor is the entrepreneur\u27s ability to break through into customer markets that are larger, by geographical reach or profit margins and value added. Many successful immigrant entrepreneurs leverage market knowledge of their home countries. At the same time, the more successful entrepreneurs break out of ethnic labor markets by hiring non-ethnic employees. The capacity to \u27break out\u27 and \u27break through\u27 into larger, global markets, is strengthened by the entrepreneur\u27s education, experience, access and ability to leverage international business networks, and agility to move into more promising markets

Barriers to development and progression of women entrepreneurs in Pakistan

This article would help integration of women entrepreneurs into the mainstream economy in Pakistan.In Pakistan, women entrepreneurs do not enjoy the same opportunities as men due to a number of deep-rooted discriminatory socio-cultural values and traditions. Furthermore, these restrictions can be observed within the support mechanisms that exist to assist such fledgling businesswomen. The economic potential of female entrepreneurs is not being realised as they suffer from a lack of access to capital, land, business premises, information technology, training and agency assistance. Inherent attitudes of a patriarchal society, that men are superior to women and that women are best suited to be homemakers, create formidable challenges. Women also receive little encouragement from some male family members, resulting in limited spatial mobility and a dearth of social capital. The research suggests that in order to foster development, multi-agency cooperation is required. The media, educational policy makers and government agencies could combine to provide women with improved access to business development services and facilitate local, regional and national networks

New Jersey's Growing Remote Workforce and the Skill Requirements of Employers

Highlights factors driving the rise in remote work jobs, the ways remote work is affecting the workplace, and the skills workers need to be effective in remote work environments

A conversation with 590 nascent entrepreneurs

This paper summarizes interviews from 1998 with 590 individuals trying to create a business centered around five questions: “Who are you?”, “What are you trying to accomplish?”, “What have you and others put into the business?”, “What have you accomplished?”, “What remains to be done?” There is a great deal of heterogeneity across these Nascent entrepreneurs, but they tend to have more education than the general population. Growing up in a family in which one or both parents had a business does not seem to be an important determinant of entry into entrepreneurship for males, while it seems to be of some importance for females. Most of the nascent businesses are in retail and consumer services, and about 50 percent of nascent entrepreneurs expect to become employers within five years of the business’s birth. Most nascent entrepreneurs have already made personally-significant investments of time and money in their firms; and nearly all of them are saving for their firms out of non-business income. For about half of the sample, these investments have yielded a fully-specified product; and the remainder are still in the product development stage. Family and friends are an importance source of seed money for many Nascent Entrepreneurs. Formal credit markets have been requested for funds only by a minority of Nascent Entrepreneurs, and almost half of these applicants have been denied loans. About 40% of the Nascent Entrepreneurs believe that their businesses require significantly greater equity before they can attract external funds.Business ; Business enterprises

Dynamic Leadership: Toolbox for the Values-Based Entrepreneur

Four entrepreneurship models are proposed which lend guidance in the development of a business, from birth to exit, each examining ways to maintain the business founder’s initial vision and to continue to infuse values and ethical decision-making at each stage of development