Globalization of social entrepreneurship opportunities

Zahra, Shaker A.; Rawhouser, Hans; Bhawe, Nachiket; Neubaum, Donald O.; Hayton, James C.

doi:10.1002/sej.43

Cited by 432 publications

(362 citation statements)

References 53 publications

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“…These socially and environmentally conscious individuals fulfil a vital role in society because they offer solutions to complex societal problems that are overlooked, ignored, or unsuccessfully addressed by governments, incumbent businesses, or civil society organizations (Elkington and Hartigan 2008;Kerlin 2009;Nicholls 2006;Nyssens 2006;Zahra et al 2008). However, the understanding of sustainable entrepreneurs is lacking.…”

Section: Introductionmentioning

confidence: 99%

Sustainable Entrepreneurship: The Role of Perceived Barriers and Risk

2017

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Entrepreneurs who start a business to serve both self-interests and collective interests by addressing unmet social and environmental needs are usually referred to as sustainable entrepreneurs. Compared with regular entrepreneurs, we argue that sustainable entrepreneurs face specific challenges when establishing their businesses owing to the discrepancy between the creation and appropriation of private value and social value. We hypothesize that when starting a business, sustainable entrepreneurs (1) feel more hampered by perceived barriers, such as the institutional environment and (2) have a different risk attitude and perception than regular entrepreneurs. We use two waves of the Flash Eurobarometer survey on entrepreneurship (2009 and 2012), which contains information on start-up motivations, start-up barriers, and risk perceptions of approximately 3000 (prospective) business owners across 33 countries. We find that sustainable entrepreneurs indeed perceive more institutional barriers in terms of a lack of financial, administrative, and informational support at business start-up than regular entrepreneurs. Further, no significant differences between sustainable and regular entrepreneurs are found in terms of their risk attitudes or perceived financial risks. However, sustainable entrepreneurs are more likely to fear personal failure than regular entrepreneurs, which is explained by their varied and complex stakeholder relations. These insights may serve as an important signal for both governments and private capital providers in enhancing the institutional climate.

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Section: Introductionmentioning

confidence: 99%

Sustainable Entrepreneurship: The Role of Perceived Barriers and Risk

2017

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“…The combination of these factors would improve the decision-making processes and the functioning of the governance mechanisms implemented in the firm. Zahra et al (2008) also indicate that the presence of the family stimulates the promotion of a strong culture valuing active participation. This family involvement is considered as an important driver of family firm's longevity and sustainability (Pieper, 2007).…”

Section: Family Involvement Performance and The Crisismentioning

confidence: 96%

How Do Private Family Firms Face the Crisis? Empirical Evidence from Belgium

Bauweraerts¹

2013

IBR

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Whereas listed family firms have already received great attention concerning the effect of the crisis on performance, few studies focus on private family firms acting in a hostile environment. This paper tries to fill this gap by investigating how the financial and economic crises affect the relationship between family involvement and performance. This research is led on the Belgian market and based on panel data collected on the period 2002-2011. Multiple regression analysis and Heckman two-steps method show that private family firms exhibit greater performance during the crisis. These results seem to confirm that family involvement enhances potential of resilience in private firms so that they outperform their non-family peers during periods of crisis.

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“…People are more likely to abuse opportunities if they have developed useful information for entrepreneurship from their preceding employment, because such information lessens the cost of opportunity misuse (Zahra, Rawhouser, Bhawe, Neubaum, & Hayton, 2008). Earlier experience could increase the skill to better cope with innovation and reduce the obstacles and uncertainties related to setting up a new business, such as finding financial start-up capital, adaptation to changes, having access to business and social networks etc.…”

Section: Startup Opportunitiesmentioning

confidence: 99%

Is Moderator Opportunity a Trigger Factor for the Contribution of Small Startup Business to the Mechanism Of Self-Organized Entrepreneur Behavior?

Li¹,

Dodor²,

Boabeng³

et al. 2018

JSBED

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More and more people are motivated by one thing or the other to start a business. Globally, this entrepreneurship has become the main trend. Drawing on theories from entrepreneurship literature, this paper explore which mechanism factors contributes to startup business from outside and inside trigger factor ecosystem. Logistic regression analysis method was applied to predict the startup of a business in selforganized enterprise using market opportunity, accumulation of experience and entrepreneurial resources as predictors using 710 samples. The results from the entrepreneur indicate that startup trigger factors demonstrated that all the three variables have a significant contribution to the prediction survey. Market opportunity, experience of entrepreneur and own current resources. Intuition of inside triggers and Startup capital, market opportunities, general training by government from outside of the opportunities that entrepreneurs have, easily enable them to startup a business.

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Globalization of social entrepreneurship opportunities

Cited by 432 publications

References 53 publications

Sustainable Entrepreneurship: The Role of Perceived Barriers and Risk

Sustainable Entrepreneurship: The Role of Perceived Barriers and Risk

How Do Private Family Firms Face the Crisis? Empirical Evidence from Belgium

Is Moderator Opportunity a Trigger Factor for the Contribution of Small Startup Business to the Mechanism Of Self-Organized Entrepreneur Behavior?

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