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Relationships among Strategic Capabilities and the Performance of Women-Owned Small Ventures
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2002
Year
Organizational CharacteristicEntrepreneurshipHuman Resource ManagementOrganizational BehaviorWomen-owned Small VenturesSmall Business EconomicsLife-style VenturesManagementManagerial CapabilityStrategic CapabilitiesEntrepreneurial PhenomenonVenture CapitalStrategyStrategic ManagementDynamic CapabilityBusinessEntrepreneurship ResearchBusiness StrategyLife-style Venture Performance
This study of small, life-style ventures owned by women focuses on the strategic, firm-level factors related to business performance. A theoretical model drawing on the resource-based theory is developed and tested empirically. The model includes strategic capabilities, management styles, and their relation to performance. It is tested empirically on a sample of 220 Israeli female business owners. Analysis reveals that life-style venture performance is highly correlated with certain aspects of the business owner's skills as well as the venture&apops;s resources. Paradoxically, the owner/managers in the sample rate their skills and their venture's resources as being weak in precisely those areas that correlate positively with business performance. These findings suggest that performance of life-style ventures owned by women depends more on marketing, financial, and managerial skills than on innovation.