Journal of Enterprising Culture

This paper investigates how Chinese SMEs configure marketing, cost-control, and innovation strategies in order to attain better organizational effectiveness. Rather than the more standard approach of suggesting that SMEs focus exclusively on one strategy, we hypothesize that when a strategy configuration is composed of multiple prioritized and related strategies, organizational effectiveness will be improved. Data collected from 133 small and medium-sized Chinese SMEs verified our hypotheses. The implications of our study for Chinese SMEs, China's policy makers, and overseas investors are discussed.

The goal of this study was to examine cultural differences in the value of family involvement in German and Chinese small businesses due to their differences in collectivism/individualism. Our analyses, based on a sample of 562 Chinese and German owners, showed that family involvement — measured as the number of family members that work in the business — is higher in China than in Germany. Compared to German business owners, Chinese owners received most of their start-up capital from family members. Moreover, we were interested in whether family involvement is related to the business owner's ability to make use of start-up capital to turn it into business outcomes. Building on existing literature and based on the match hypothesis we hypothesized that the effects of family involvement on business outcomes depend on the cultural values underlying a business. Our analyses revealed that family involvement negatively affected relationships of start-up capital with business outcomes both in China and in Germany. Our study contributes by showing that a negative effect of family involvement on the ability to make use of start-up capital is not only evident in individualistic cultures such as Germany but does also apply to collectivistic Chinese businesses. Practically, owners in both cultures are suggested to develop strategies in order to prevent and overcome negative effects of family involvement on business outcomes. Our results suggest fruitful avenues for future research.

Drawing on social feminist theory, Indian cultural precepts, and previous research, we explore factors which may influence entrepreneurial fulfillment for women entrepreneurs in India. Results of a hierarchical regression analysis suggest that numerous network characteristics, as well as perceptions of family support, each contribute to a sense of entrepreneurial fulfillment for Indian women entrepreneurs. These factors furthermore each contributed to entrepreneurial fulfillment beyond the influence of the financial performance of the venture. Implications for understanding women entrepreneurs in emerging economies are discussed, as are practical implications for both women entrepreneurs and policy makers. We additionally present directions for future research.

It is possible that when looked at from the outside, the Gulf Arab countries give an impression that they are not very supportive to female entrepreneurs. This perception may be pertinent to a certain degree; however, Emirati female entrepreneurs (EFE) in the United Arab Emirates demonstrate that enhancing co-operation and support is possible through increasing interaction and networking with men. Analysis is undertaken of the observations and actions of conveniently selected 17 EFEs. The scoping of the respondents reveal that EFEs who engage with indirect male ties require a 'male contact facilitator' from their family or relatives to do so. These men are facilitated by the entrepreneur to adopt the role of a 'male network partner (MNP) and provide support in overcoming challenges and achieving business objectives. The paper sets new standards of support for Emirati women in business ventures as it attempts to describe Emirati female entrepreneurship in a different language and proposes that co-operation, interaction and networking with men help EFEs access and use key resources, alleviate or remove key challenges and achieve business objectives.