Entrepreneurship and Economic Growth in West Bank, Palestine

Sabella, Anton Robert; Farraj, Wojdan; Burbar, Maisa; Qaimary, Dana

doi:10.1142/s1084946714500034

Cited by 44 publications

(36 citation statements)

References 21 publications

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“…In Palestine (which consists of two parts, the West Bank and Gaza Strip) the lack of a clear political horizon toward peace and reconciliation creates an uncertain economic situation (Bojica et al, 2014;Sabella et al, 2015). This causes high unemployment rates, 27 percent in 2016, among the labor force of approximately 600,000 people (Sabella et al, 2014;PCBS, 2016). Family businesses account for more than 70 percent of Palestine businesses, and thus they play an important role in the Palestinian economy (As-Sadeq and Khoury, 2006;Sultan, 2014).…”

Section: Family Businesses In Palestinementioning

confidence: 99%

Analyzing organizational performance of family and non-family businesses using the HPO framework

Sultan

Waal

Goedegebuure³

2017

JFBM

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Purpose Many businesses in the world are family-owned. A family-owned business differs from other types of businesses in several ways, because it is composed of both a family and a business. A recurring question in management research has been: which type of business performs better, the family-owned or the non-family owned? An alternative question which in this respect can also be asked, in the light of the high-performance organization (HPO) theory which has become popular these past years, is: which type of business is more likely to become and stay high performing, the family-owned or the non-family owned? To try to answer these questions, many studies have been done in which the performance of family firms was compared with firms that have no family ties, but these studies gave mixed results and conflicting opinions. The paper aims to discuss these issues. Design/methodology/approach It seems evident that a new research approach is needed. A way forward is to use the HPO concept which looks at the factors important for an organization to become an HPO. Thus, the research question which this study attempts to answer is: are there differences in performance between family and non-family businesses, and if so, can these be traced back to differences in the way these businesses deal with the factors of high performance? The research used the HPO questionnaire and interviews to collect data at Palestine family and non-family owned businesses. Findings The research shows that Palestine non-family businesses significantly outperform family-owned businesses. Family businesses thus seem “a living paradox.” Balancing family interest and business interest often requires a compromise between family and business goals. It seems that Palestinian family businesses focus more on family interest by putting the goal of survival and “keeping the business in the family” above (short-term) financial goals. Family businesses might also feel more that the company’s money is the family money, and as a result their investment and expenses strategies are more conservative thus missing possible economic investment opportunities. Research limitations/implications The study results add to the current debate in the literature about which type of business performs better, and at the same time they add knowledge because if there are differences these might be explained by the factors of high performance. In this vein, the study results also contribute to the literature on high performance, as the HPO framework has not been used before for this type of comparative research. Originality/value The study results have practical value because they yield knowledge about the ways to organize a business so it can achieve high organizational results which is of great value to managers attempting to make their organizations perform better.

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Section: Family Businesses In Palestinementioning

confidence: 99%

Analyzing organizational performance of family and non-family businesses using the HPO framework

Sultan

Waal

Goedegebuure³

2017

JFBM

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“…The economy of Palestine is considered a developing one with its roots in agriculture and fisheries, services sector, and construction. The economy took form only after the establishment of the Palestinian Authority as a result of the signing of the Oslo Agreement, and ever since growth in the Palestinian economy was mainly attributed to nearconsistent foreign aid (Sabella et al, 2014). As a result of the ongoing occupation, the Palestinian economy continues to operate much below potential with unemployment stubbornly remaining high, hovering around 26% in 2015, and poverty and food insecurity posing a serious threat.…”

Section: Introductionmentioning

confidence: 99%

A Strategic Perspective of Social Enterprise Sustainability

Sabella

Eid

2016

Journal of General Management

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In a constrained environment, social enterprise sustainability is trapped in a'survival and maintenance' mode characterised by obscurity. The purpose of this paper is to explore the phenomenon of sustainability from a strategic perspective by looking at two case studies that managed to thrive and grow. Drawing on ∥ in-depth interviews, the paper explores how the phenomenon plays out and how strategic practices are carried out in their local exchange contexts, rising above mundane challenges, and ending up improving the economic and social capacities of their communities. The paper contends that social enterprise sustainability is grounded in understanding the impact of contextual, organisational and individual spheres that correspond to three strategic ex-ante enablers: stakeholder orientation, relationship-oriented organisation, and entrepreneurial behaviour; all of which have had valuable contributions towards the upkeep of the enterprise. The study demonstrates that sustainability of social enterprises in a constrained environment is a function of a continuous entrepreneurial activity and the effective use of social and business models. Beyond its direct contribution to the literature on social enterprise in developing countries, the paper offers a practical framework that underlines the dynamism of a sustainable social enterprise while emphasising key managerial and marketing concepts. It concludes with a number of recommendations for policy and practice as to how to enhance the contribution of management and marketing concepts to sustainable social enterprises.

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“…Entrepreneurship has a significant impact on sustainable economic development by creating employment, increasing GDP, reducing poverty and welfare of the whole society (Burke, 2011;Djukić, and Lepojević, 2015). At the same time, economic growth has had a major impact on entrepreneurial development (Sabella et al, 2014;Casares and Khan, 2016). In addition, the correlation between entrepreneurship and the growth of the economy might not be different in countries with different levels of development (Van Stel et al, 2005) as it can be seen in the Kurdistan region of Iraq.…”

Section: Prospects Of Entrepreneurship Development In the Kurdistan Rmentioning

confidence: 99%

Prospects and Challenges of Entrepreneurship Development in the Kurdistan Region of Iraq: An Overview

Mohammadali

Abdulkhaliq

2019

IJEK

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Entrepreneurship as a driver of innovation and economic growth plays a key role in economic development and the appearance of knowledge and innovation-based economies. The most important effects of entrepreneurship development are increasing innovation, upgrading technology, increasing employment, producing technical knowledge, and generating income distribution at the community level, which can lead to increased national wealth and economic growth. At the moment, global developments are made entrepreneurship so important, and organizations need more innovation and entrepreneurship than ever before to adapt to new circumstances. In fact, in relation to entrepreneurship as the most important factor in economic development, organizations can gain more market share. The objectives of this study are to examine and overview the prospects and challenges of entrepreneurship in Iraq's Kurdistan region. In this regard, it can be said that with the human resources available and the valuable experiences available in the field of entrepreneurship around the world, it is necessary to plan for entrepreneurship development in the Kurdish Region of Iraq (KRI). It is revealed in this study Iraqi Kurdistan is determined can be one of the top entrepreneurial centers in the region with the scientific ability of specialists, and the potential of human resources, flexible structure and efficient technology. This paper recommended some strategies to reform and removing barriers to entrepreneurship development in the Kurdistan Region of Iraq by using factors such as entrepreneurship development and appropriate culture building, job training, setting up small business development centers, sponsoring entrepreneurs, establishing the legal framework for entrepreneurial activities, and providing spiritual support to entrepreneurs can lead to social, economic and industrial development and the declines of unemployment.

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Entrepreneurship and Economic Growth in West Bank, Palestine

Cited by 44 publications

References 21 publications

Analyzing organizational performance of family and non-family businesses using the HPO framework

Analyzing organizational performance of family and non-family businesses using the HPO framework

A Strategic Perspective of Social Enterprise Sustainability

Prospects and Challenges of Entrepreneurship Development in the Kurdistan Region of Iraq: An Overview

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