Fiona Wilson

Gender, Entrepreneurial Self-Efficacy, and Entrepreneurial Career Intentions: Implications for Entrepreneurship Education

The relationships between gender, entrepreneurial self–efficacy, and entrepreneurial intentions were examined for two sample groups: adolescents and adult master of business administration (MBA) students. Similar gender effects on entrepreneurial self–efficacy are shown for both groups and support earlier research on the relationship between self–efficacy and career intentions. Additionally, the effects of entrepreneurship education in MBA programs on entrepreneurial self–efficacy proved stronger for women than for men. Implications for educators and policy makers were discussed, and areas for future research outlined.

Are misalignments of perceptions and self‐efficacy causing gender gaps in entrepreneurial intentions among our nation's teens?

Purpose – The purpose of this paper is to examine the reasons behind the significant gender gaps observed in entrepreneurial interest among adolescents. Specifically, the authors aim to test multiple models that analyze direct and indirect relationships between work and leadership experience, presence of a parental role model, self‐efficacy, and interest by teens in becoming entrepreneurs.Design/methodology/approach – A sample of over 5,000 middle and high school students participated in the larger study from which the data were drawn. Participants completed measures of entrepreneurial self‐efficacy, entrepreneurial intentions, work and leadership experience, and parental entrepreneurial role model. The authors analyzed the data using structural equation modeling.Findings – While the study confirmed previous empirical findings regarding the antecedents of entrepreneurial self‐efficacy and entrepreneurial intentions, significant differences across gender emerged. First, while boys and girls hold jobs outsi...

Integrating sustainability into business curricula: University of New Hampshire case study

Purpose – This paper aims to demonstrate how sustainable development education can be implemented at business schools, despite institutional barriers, through innovative and collaborative relationships with internal and external stakeholders. Businesses are beginning to accept their social responsibility through proactive approaches to maximizing their net social contribution, embracing opportunities and managing risks resulting from their economic, environmental and social impacts. Yet, many business schools are lagging in integration of sustainability into their curriculum, and as a result are not adequately educating future business leaders. Design/methodology/approach – This case study presents the challenges in developing and implementing sustainability education, as well as analyzes the various underlying drivers of these barriers. The paper provides a detailed description of some of the ways one business school has overcome these barriers, and provides generalizable insights that can help other bus...

Should We Stay or Should We Go? ‘Organizational’ Relational Identity and Identification in Social Venture Strategic Alliances

ABSTRACT In tackling some of societys most intractable problems, social ventures often engage in strategic alliances to overcome resource constraints and scale their solutions. While considerable research has focused on why strategic alliances are created, less attention has been focused on how they form and why they may (not) persist. Building on an identity-based perspective, this paper develops a theoretical model of strategic alliance development and change by explaining how, and with what results, leaders of social ventures influence the development of organizational identities within their own organizations and strategic alliance partner organizations. The model presented in this paper contributes to the identity literature by developing a cross-level model that explains how individual identities can facilitate the development of organizational identities and by extending the individual-level construct of relational identity to the organizational level by introducing the constructs of ‘organizational’ relational identity and identification. The model contributes to the social entrepreneurship and strategy literatures by suggesting that identity explanations may inform how strategic alliances are formed and why they may (not) persist.

ShoreBank Corporation: Let’s Change the World

ShoreBank was a ‘different bank’ from inception. Over the course of 37 years, it became an example of how the market-based financial system can, under the right conditions, be deliberately and effectively used to create social change. Founded in 1973 by four idealistic business partners, ShoreBank became a model of responsible community investing and a symbol of the determination of a small band of progressive business leaders to change the world. ShoreBank has been an inspiration to several generations of socially conscious entrepreneurs, but the power of its vision never insulated the bank from the realities of the banking industry or the vagaries of the larger economy. Indeed, for most of ShoreBank’s history, it struggled to be a progressive force for community investment amid the turbulence of a dynamic industry. ShoreBank’s success was never guaranteed, but it succeeded for the majority of its 37 years through a combination of astute management, a compelling mission, and progressive business practices. The Great Recession of 2008–10, however, generated a tsunami of economic forces that swamped ShoreBank. Preserving the bank’s mission, culture, and core values amid the greatest banking crisis since the Great Depression required both exceptional banking skills and a fierce determination by its stakeholders that ShoreBank survive as a force for community development in the new economy. In the summer of 2010, ShoreBank’s struggle to survive in its original form came to an end. Its legacy, however, lives on, and it remains a story of vision and achievement.

Humanistic and economistic approaches to banking – better banking lessons from the financial crisis?

We sketch out two basic paradigms informing banking practice: the economistic paradigm focusing on profit maximization and the humanistic one, serving the common good. We then highlight paradigmatic cases to explore how each of these business models fared during the quasi-natural experiment of the financial crisis. We conclude by providing lessons learned for better banking.

Social innovation and investment: The ShoreBank experience

Abstract Purpose This chapter discusses how one bank, committed to social innovation and investment in low-income communities, evolved into a model of socially responsible banking and exemplary community development financial institution. The authors draw lessons from this experience and propose ways to apply those lessons to other financial institutions. Methodology/approach The chapter is based on an in-depth case study of ShoreBank. It includes extensive interviews with two of the bank’s cofounders, who served as the bank’s leaders for more than 37 years. Findings The case study has identified six key enabling factors for social innovation: (1) a social purpose that is deeply, and effectively, embedded in the organization’s mission, strategy, and operations; (2) an ownership structure to support the social mission and a structure (e.g., bank holding company) that facilitates social innovation; (3) capital capacity – that is, ability to create credit through leverage; (4) a deep level of knowledge about the business, the clientele, and the operating environment; (5) talented people who bring both skill and passion for the mission to the institution-building process; and (6) the discipline to continuously innovate, at a scale appropriate to the problem, with resources that are adequate to the challenge. Limitations This work has several limitations including a focus on one U.S. bank holding company, and based on interviews with that bank’s cofounders. Social implications The chapter provides a rich description of how social innovation through social investment created a meaningful social impact. Important lessons and useful recommendations are drawn for social enterprises that are committed to social innovation in the financial services industry. Originality The chapter provides insights into the ShoreBank case based on a unique set of data. It offers useful recommendations for social enterprises.

CEI Capital Management LLC

This case study is based on interviews with CCML management team and board members in the fall of 2008 and in the spring of 2010. The authors sincerely thank the executives of CCML for generously sharing their time and insights.

Entrepreneurial Opportunity Evaluation: A Discrete Choice Analysis of Financial and Social Entrepreneurial Opportunity Attributes

How does a potential entrepreneur evaluate an opportunity? One of the most compelling questions in the field of entrepreneurship concerns the evaluation of an entrepreneurial opportunity. The evaluation of an opportunity is critical because it is in this decision-making process that an individual either initiates or forgoes action that may lead to the fruits of social wealth generated by entrepreneurial activity. Therefore, in order to achieve the raison d’etre promised by entrepreneurship (Venkataraman, 1997), a prospective entrepreneur must engage in the evaluation of an opportunity during the entrepreneurial process.