Existing theory is extended to predict the effectiveness of strategies for structurally reducing work-family conflict by manipulating roles, given the salience of work and family roles and resources available to the female entrepreneur. A conceptual framework based on the constructs of role involvement and role conflict is used to examine whether high-growth female entrepreneurs choose more appropriate strategies for reducing work-family conflict than their less successful counterparts. Three basic strategies for manipulating roles are discussed: (1) role elimination; (2) role reduction; and (3) role-sharing.The following propositions are advanced: (1) work-family management strategies are a significant determinant of venture growth; (2) women who develop high-growth businesses more effectively reduce work-family conflict by choosing strategies better matched with their internal needs and access to external resources than less successful women; and (3) role-sharing strategies are preferred because they allow women to enjoy the enhancement of both work and family roles while reducing the level of inter-role conflict. As a result, the high prevalence of team-building and participative management practices observed in women-owned businesses may be driven by the need for female entrepreneurs to manage work-family conflicts as well as genetics or socialization.

This study examines various strategies for combining firm assets on the returns received by shareholders of merging firms. Thus, it links empirical finance literature with more conceptual business policy research.

This study examines various strategies for combining firm assets on the returns received by shareholders of merging firms. Thus, it links empirical finance literature with more conceptual business policy research.

Here, a model of minority firm expansion based on the resource-based view, the expansion barriers framework, and social stratification processes illustrates the economic and social barriers faced by minority companies. Firm growth is impacted by industry economic structure through expansion barriers, and by industry social structure through opportunity structures. It is argued that industry social structure, which includes discriminatory industry practices, can be used to stratify firms into higher and lower performing groups by ethnicity and will have a greater impact on minority firm growth in industries with more concentrated social structures and higher wealth creation potential.

The concept of scale barriers is introduced to shed light on new venture growth. Growth is a process of overcoming resource deficiencies, or scale barriers, resulting from the liabilities of newness and smallness. New ventures employ a variety of resource accumulation strategies to surmount three types of barriers - competitive deficiencies, management and organizational deficiencies, and financial deficiencies. A theoretical model shows how environmental munificence and industry conditions influence barrier size while resource accumulation strategies and initial venture endowments determine a venture's ability to overcome these barriers. The difficulties of growth are illustrated as an extension of the difficulties of survival.