Female Entrepreneurs, Work–Family Conflict, and Venture Performance: New Insights into the Work–Family Interface

Lois M. Shelton

Journal of Small Business Management, 2006, vol. 44, issue 2, 285-297

Abstract: Existing theory is extended to predict the effectiveness of strategies for structurally reducing work–family conflict by manipulating roles, given the salience of work and family roles and resources available to the female entrepreneur. A conceptual framework based on the constructs of role involvement and role conflict is used to examine whether high‐growth female entrepreneurs choose more appropriate strategies for reducing work–family conflict than their less successful counterparts. Three basic strategies for manipulating roles are discussed: (1) role elimination; (2) role reduction; and (3) role‐sharing.The following propositions are advanced: (1) work–family management strategies are a significant determinant of venture growth; (2) women who develop high‐growth businesses more effectively reduce work–family conflict by choosing strategies better matched with their internal needs and access to external resources than less successful women; and (3) role‐sharing strategies are preferred because they allow women to enjoy the enhancement of both work and family roles while reducing the level of inter‐role conflict. As a result, the high prevalence of team‐building and participative management practices observed in women‐owned businesses may be driven by the need for female entrepreneurs to manage work–family conflicts as well as genetics or socialization.

Date: 2006
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DOI: 10.1111/j.1540-627X.2006.00168.x

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