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Please use this identifier to cite or link to this item: http://bura.brunel.ac.uk/handle/2438/4036

Title: The role of cultural values in understanding the challenges faced by female entrepreneurs in Nigeria
Authors: Mordi, C
Simpson, R
Singh, S
Okafor, C
Keywords: Female entrepreneurs
Challenges
Nigeria
Publication Date: 2010
Publisher: Emerald
Citation: Gender in Management: An International Journal. 25 (1), 5-21, 2010
Abstract: Purpose: This paper examines the challenges female entrepreneurs face in the development of their business in the context of Nigeria. In so doing, it addresses a gap in the literature on the experiences of female entrepreneurs in a non-Western context and acknowledges the contribution that women make in this area of work. Design: It draws on survey data from 274 female entrepreneurs currently engaged in their businesses in three states—Lagos (Nigeria’s largest city), Ogun, and Oyo within the south west of Nigeria. Findings: Results indicate that female entrepreneurs are generally confident and resourceful and that they enjoy the challenge of entrepreneurial activity. As in the West, they experience difficulties relating to family commitments and access to finance – as well as problems gaining acceptance and accessing networks. Originality: It is argued that cultural values specific to the situation mean that these challenges, while common to female entrepreneurs in other national contexts, ‘play out’ differentially and that they are experienced with different levels of depth and ‘intensity’. It is also argued that future research might uncover at a deeper level and drawing on qualitative methodology how some of the factors identified are experienced in women’s day to day lives. The paper suggests some policy implications in the form of support for female entrepreneurs in this context.
Description: This article is (c) Emerald Group Publishing and permission has been granted for this version to appear here (http://bura.brunel.ac.uk/handle/2438/4036). Emerald does not grant permission for this article to be further copied/distributed or hosted elsewhere without the express permission from Emerald Group Publishing Limited.
URI: http://bura.brunel.ac.uk/handle/2438/4036
DOI: http://dx.doi.org/10.1108/17542411011019904
Appears in Collections:Business and Management
Brunel Business School Research Papers

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