Amanda Bullough

Danger Zone Entrepreneurs: The Importance of Resilience and Self-Efficacy for Entrepreneurial Intentions

Little is known about the drivers of entrepreneurial decisions during war. We empirically examine the effects of perceived danger, entrepreneurial self–efficacy, and resilience on entrepreneurial intentions in adverse conditions with primary survey data from Afghanistan. Our findings suggest that perceived danger is negatively related to an individuals entrepreneurial intentions, but marginally less so among highly resilient individuals. Our findings also suggest that even under conditions of war, individuals develop entrepreneurial intentions if they are able to grow from adversity (resilience) and believe in their entrepreneurial abilities (entrepreneurial self–efficacy). Practical implications for role modeling and entrepreneurship training are then discussed.

NASCENT ENTREPRENEURS AND THE TRANSITION TO ENTREPRENEURSHIP: WHY DO PEOPLE START NEW BUSINESSES?

What makes nascent entrepreneurs get their businesses up and running? We answer this by examining in a broad and unifying way: motivation and cognition, knowledge and experience and social support. We apply extensive multivariate analyses to a sample of 338 nascent entrepreneurs from the PSED database. Interestingly, most of our long-term (4½-year) model predictions of startup transition based on early antecedents are more accurate than the short-term ones — a practical strength of these models. Findings indicate that experienced, persistent, confident individuals, motivated mostly by non-financial outcomes, perceiving support from their social contacts and institutional environment, are likely to make the transition to a successful business.

Women’s Business Ownership Operating Within the Context of Institutional and In-Group Collectivism

The development of women’s entrepreneurship has positive implications for societal and economic growth. In this study, we examine the effects of culture and, more specifically, collectivism on women’s businesses. With a mixed-method and multilevel approach, we conducted a quantitative country-level analysis followed by a qualitative study of women entrepreneurs. Our results indicate that collectivism at the in-group level (family and close friends and colleagues) is a particularly important predictor of women’s business ownership. Furthermore, it is a balance of both collectivism and individualism at the in-group level that is most conducive to women’s business ownership. Institutional collectivism (at the societal level) acts as a background condition that influences the way in which in-group collectivism directly affects women’s business ownership. More specifically, when engaging in business development, women are primarily influenced by their in-groups. The freedom to pursue individual goals, combined with support from the in-group, provides the most beneficial environment for women to develop businesses, especially in societal-level cultures at the extreme ends of the collectivism spectrum—highly collectivistic or highly individualistic. A better understanding of these cultural factors should help with designing better business development training programs for women entrepreneurs and properly advising policy makers.

Women’s participation in entrepreneurial and political leadership: The importance of culturally endorsed implicit leadership theories

This paper explores how globally endorsed leadership behaviors affect women’s involvement in leadership by empirically examining the impact of Project GLOBE’s culturally endorsed implicit leadership theories on a sample of female business and political leaders. The study examines two continuous dependent variables provided by the World Bank: Female Seats in National Parliaments (%) and Self-employed Females (% of Total Self-employment). Regression analysis was used to test the viability of the culturally endorsed implicit leadership theories as possible predictors of women’s participation in leadership. The results indicate that charismatic leadership and self-protective leadership are predictors of women’s leadership participation but in different ways; the former has a positive effect for participation in both leadership (political and business) contexts, and the latter has a negative effect only on political leadership participation.

Perceptions Of Women Entrepreneurs In Male-Dominated Leadership Cultures: More Positive Support For Women Than Many Thought

Traditionally, women have had less access to education and have not been expected to run companies, positions typically reserved for men. However, this study demonstrates a trend toward tremendous support for women in business. The purpose of this paper was to gauge indigenous perceptions of the potential for women to own and lead businesses in three developing countries. Based on primary survey data from Thailand, China, and Vietnam, findings provide strong support for educating women, and indicate that women are perceived as being capable of owning and leading businesses and are believed to have the characteristics necessary to be business leaders.

Research on women in international business and management: then, now, and next

Purpose The purpose of this paper is to address the paradox that represents a shortage of women in management and senior leadership positions around the world, while research has consistently shown that having women in positions of influence leads to noteworthy organizational benefits, as guest editors for this special issue, the authors provide an overview of four key streams of cross-cultural research on gender – women in international management, anthropology and gender, women’s leadership, and women’s entrepreneurship – which have been fairly well-developed but remain underexplored. Design/methodology/approach Each author led the review of the scholarly literature stream that aligned most with personal research areas of expertise, while particularly focusing each literature review on the status of each body of work in relation to the topic of women and gender in international business and management. Findings The authors encourage future work on the role of women and gender (including gay, lesbian, and transgender) in cross-cultural management, and the influence of cross-cultural matters on gender. In addition to new research on obstacles and biases faced by women in management, the authors hope to see more scholarship on the benefits that women bring to their organizations. Practical implications New research could aim to provide specific evidence-based recommendations for: how organizations and individuals can work to develop more gender diversity in management and senior positions around the world, and encourage more women to start and grow bigger businesses. Social implications Scholars can lead progress on important gender issues and contribute to quality information that guides politicians, organizational leaders, new entrants to the workforce. Originality/value This is the first paper to cover these topics and review the body of work on cross-cultural research on women in international business and management. The authors hope it serves as a useful launch pad for scholars conducting new research in this domain.

Research on Women in International Business and Management: Then, Now, and Next

To address the paradox that represents a shortage of women in management and senior leadership positions around the world, while research has consistently shown that having women in positions of influence leads to noteworthy organizational benefits, as guest editors for this special issue, we provide an overview of four key streams of cross cultural research on gender — women in international management, anthropology and gender, women’s leadership, and women’s entrepreneurship — which have been fairly well-developed but remain underexplored.

Mind the Gap: Gender Differences in Global Leadership Competencies and Why It Matters

Global mindset is a collection of competencies that are critical for effective global leadership. We find a significant difference in the global mindset competencies that men and women bring to leadership roles: women score higher than men on intercultural empathy, diplomacy, passion for diversity, and global psychological capital overall, whereas men score higher than women on interpersonal impact, global business savvy, cosmopolitan outlook, and global intellectual capital overall. These differences highlight potentially important deficits in the gender-homogeneous senior leadership ranks of most global companies and signal the need for the inclusion and encouragement of both genders in senior leadership roles.