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Attribution theory deals with how individuals infer causality between events and has been used to explain various social psychological phenomena such as achievement, sex stereotyping, and the impact of reward on behavior. But the direct application of the theory to entrepreneurship has been made only recently. The present study tests for the existence of a self-serving attribution bias among entrepreneurs when they enumerate the factors that contribute to or impede their business success as well as for the presence of an actor-observer attribution bias. Three samples are compared. Two are samples of entrepreneurs: one of independent pharmacists and the other a broadly based sample of business owners. A third sample is of experts. The presence of a self-serving attribution bias is shown in the two business owners' samples. In addition, clear differences are shown between the entrepreneurs and the experts, confirming the expectation of an actor-observer attribution bias.

This study investigates three important issues in a family business: (1) Whether there is a significant difference, relative to their goals and attitudes, between owners of businesses with family participation and owners of businesses without family participation; (2) whether owners of businesses with family participation perceive higher levels of business‐family conflict than owners of businesses without family participation; and (3) whether owners of businesses with family participation view business‐family conflict as a significant impediment to their business performance. We conducted a survey of 231 small business owners in midsize cities in the northeastern and midwestern United States. Of the total sample, 118 are businesses in which two or more family members are employed. This study examines both the reported conflict and the positives of family‐member involvement. The findings indicate that there is no overall difference in business‐related goals between the two groups, but that owners of businesses with family participation do experience significantly more business‐family conflict. The study also concludes that this conflict is generally well managed and does not interfere with business objectives. In fact, the authors conclude that owners of businesses with family participation see the involvement of family members as a positive. Managerial implications and research suggestions are also discussed.

JOURNAL OF SMALL BUSINESS MANAGEMENT 422We here review and critique prior research on minority entrepreneurship, paying particular attention to the contributions and limitations of deployed sampling techniques and research methodologies. As based on this review, we then introduce the 2003 and 2005 National Minority Business Owner Surveys-a comprehensive and primary data collection effort that used varied methodologies to secure in-depth information about random national samples of African American, Korean American, and Mexican American populations as well as a comparison sample of nonminority business owners. We present the initial business ownership profiles developed with these recent data, in part, as a benchmark of the U.S. entrepreneurial experience, and compare the profiles with those presented in prior research. These profiles document similarities and differences across the four groups and provide an empirical foundation for understanding the origin of those similarities and differences. No longer can we ignore the in-depth study of minority businesses and their owning families nor can we simply assume that all businesses are the same, regardless of minority status or ethnicity.

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