2020
DOI: 10.1016/j.jbusres.2019.09.058
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The motivational factors of business venturing: Opportunity versus necessity? A gendered perspective on European countries

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Cited by 88 publications
(67 citation statements)
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References 104 publications
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“…This study opted for the subjective measures, as most youths entering the entrepreneurship space in developing and emerging African economies predominantly start-up out of necessity [19,24]. As such, most of them would own informal and semi-formal small businesses that lack the appropriate management systems that could provide reliable financial statements and employment compliance records to assess objectively their success [50].…”
Section: Literature Review and Hypotheses Development 21 Business Success (Bs) And The Theory Of Resourced-based View Of The Firmmentioning
confidence: 99%
“…This study opted for the subjective measures, as most youths entering the entrepreneurship space in developing and emerging African economies predominantly start-up out of necessity [19,24]. As such, most of them would own informal and semi-formal small businesses that lack the appropriate management systems that could provide reliable financial statements and employment compliance records to assess objectively their success [50].…”
Section: Literature Review and Hypotheses Development 21 Business Success (Bs) And The Theory Of Resourced-based View Of The Firmmentioning
confidence: 99%
“…The results showed a higher average entrepreneurial intention for men compared to women. However, women's role in entrepreneurship is growing, and, as shown by a study of the interaction of three types of motivations on the entrepreneurial activity of women and men in 24 European countries, namely opportunity-based, need-driven, and mixed motivation, in the period 2009-2012, the probability of women initiating entrepreneurial activities was almost equal to that of men [75]. In recent years, the rate of women starting new businesses has exceeded that of men, in developing countries as well, according to a research conducted by Minniti and Naudé [76].…”
Section: Gendermentioning
confidence: 99%
“…• Fourth, the performance measurement systems can provide a basis for the compensation of public officials (appraising purpose) (Armstrong, 2000;Jamalnia, Mahdiraji, Sadeghi, Hajiagha, & Feili, 2014). The specification and intensive monitoring of performance, coupled with a set of incentives and sanctions, can be used to ensure the public sector managers continue to act in line with the interests of the society (Beheshti, Mahdiraji, & Zavadskas, 2016;Jafari-Sadeghi, 2019;Verbeeten, 2008). Considering what is said, the strategic HRM and employee performance management in the public sector needs to maintain a coherent and effective approach.…”
Section: Literature Reviewmentioning
confidence: 99%