The dynamics of limited breaking out: The case of the Arab manufacturing businesses in Israel

This paper investigates the dynamics of breaking out in the Arab manufacturing business sector in Israel. Based on an ethnographic study and in-depth interviews, this paper develops a threetier model delineating those characteristics that shape the entrepreneurs' response to structural constraints and their respective mode of operation in the context of resource disadvantage. The model demonstrates that the limited break out of ethnic entrepreneurs signifies selective access to the majority market. Through the model, the paper develops a comprehensive conceptual framework that incorporates two different sets of constraints stemming from the nature of the larger market and institutional setting and community characteristics. The limited breaking out can be explained largely by the dynamics of the interrelations among the institutional environment, the local resources, and the entrepreneurs' characteristics. This implies a Janus-face perspective of breaking out, in which the Arab entrepreneurs tend to use their resources both for the maintenance of their local market and for catering to special segments in the majority market that seek relatively cheap prices or specialized products. The paper concludes that the limited breaking out reflects institutional processes that militate against the minority's ability to fully integrate into the majority market

Resource mobilization and performance in family and non-family businesses in the United Kingdom

We draw on agency theory and the resource-based view to hypothesize that family and non-family businesses differ in the capital they deploy and the way they deploy it, and test this in a large UK sample of 319 family business and 258 non-family business owner/managers. We find that adverse selection, opportunism and niche marginalization is more prevalent among family business owner/managers. Yet their businesses are similar to their non-family business peers in performance outcomes such as size and growth. We suggest that weaknesses in human and financial capital choice are offset by strengths in the social capital of family firms

Gauging the success of social ventures initiated by individual social entrepreneurs

This paper focuses on identifying the factors affecting the success of social ventures operating in social settings in Israel. An exploratory qualitative field study included 33 social ventures, founded in the 1990s by individuals acting independently of their positions in other organizations. The study demonstrates eight variables as contributing to the success of the social ventures, arranged in the order of their value: (1) the entrepreneur's social network; (2) total dedication to the venture's success; (3) the capital base at the establishment stage; (4) the acceptance of the venture idea in the public discourse; (5) the composition of the venturing team, including the ratio of volunteers to salaried employees; (6) forming cooperations in the public and nonprofit sectors in the long-term; (7) the ability of the service to stand the market test; and (8) the entrepreneurs' previous managerial experience.Social ventures Social entrepreneurship Success-related factors