The impact of immigrant entrepreneurs℉ social capital related motivations

Abstract

The immigrant entrepreneurship literature indicates that immigrant entrepreneurs reap numerous benefits from their co-ethnic communities℉ social capital. These benefits, however, often come at a price because scholars note the potential for this community social capital to impose limitations on the entrepreneurs. While the literature largely focuses on the benefits of social capital, there is no research on what motivates the immigrant entrepreneurs to engage with their co-ethnic community in terms of contributing to, and utilizing, their co-ethnic communities℉ social capital, and the consequences these may have on their enterprises. Addressing this gap in the literature is important in the development of successful immigrant enterprises. Thus, based on a model posited by Portes and Sensenbrenner (1993), we suggest that immigrant entrepreneurs℉ motivations will influence their use of, and contributions to, co-ethnic community social capital, impacting, in turn, business success. We contribute to both the immigrant entrepreneurship and social capital research through exploring how entrepreneurs℉ motives, with respect to their co-ethnic communities℉ social capital, influence business success.

Immigrant entrepreneurs in rural England – An examination of the socio- cultural barriers facing migrant small businesses in Lincolnshire

“…Gomez et al. (2015) advised that social capital is highly beneficial to immigrant entrepreneurs and their businesses.…”

The Impact of Motivation on Dynamic Capabilities in Jordanian Commercial Banks

“…Several organizations distinguish this fact as they desire to survive in their aggressive industry. Thus, sensing, seizing, exploiting the market needs is an engine to the organization to create new avenues and opportunities in a proactive manner (Gomez et al, 2015). The literature that supported the dynamic managerial capabilities is lead Teece (2014) and Barney (1991Barney ( , 2001Barney ( , 2016.…”

“…The dynamic capabilities also come as a part of the managerial proficiencies of reading the environment and then developing the matching business models which, in turn, will address new opportunities and avoid threats. Basically, having promised and sturdy dynamic capabilities define the organizational capacity to adapt, innovate, and respond to the customer needs to have the advantage over rivals (Gomez et al, 2015).…”

The surprising lack of connection between social networks and the enterprise success of ultra-religious female micro-entrepreneurs

“…The micro-enterprise A micro-enterprise is a very small business comprising a business owner or owners and up to five employees (Banerjee, 1998;Edgecomb et al, 1996;Kelly and Kawakami, 2008). Programs that assist in the founding of micro-enterprises operate in many countries, promoting local economic development as well as enabling people to escape poverty, especially in ultra-religious groups, minority groups and disadvantaged groups (Gomez et al, 2015;Hendels, 2010;Kelly et al, 2013;Mukole, 2010;Sa'ar, 2007;Simmons, 2004;Yemini, 2009).…”

“…The strength of weak ties is in their ability to create a bridge over structural "holes" (Burt, 2009), for example when the only way to reach a person is through common acquaintances. Thus, those who have many weak links have exposure to a broader range of people, especially if they come from heterogeneous groups (Christakis and Fowler, 2009;Gomez et al, 2015). This exposure increases the odds of business success through utilization of resources that can lead to a competitive advantage (Aldrich and Kim, 2007;Aldrich and Waldinger, 1990;Davidsson and Honig, 2003).…”