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This study endeavors to decode the propensity for entrepreneurial action by addressing the perceptions of feasibility and desirability stemming from entrepreneurs' and non-entrepreneurs’ appraisal of holding marketing capabilities; complemented by the direct and indirect effects of market stakeholders' support, assessed as bridging or buffering the entrepreneurial action.

Three groups were formed from a random sample of 1,957 Canadian (from Quebec) respondents to an online questionnaire: non-entrepreneurs with low entrepreneurial intentions, non-entrepreneurs with high entrepreneurial intentions and entrepreneurs with high entrepreneurial intentions.

The analyses revealed salient effects of perceptions of feasibility and desirability, coupled with appraisals of possessing marketing capabilities, on entrepreneurial propensity; and their strengthened relations when obtaining stakeholders' support. Overall, the results suggest that perceived market feasibility and market desirability are prominent factors in differentiating between entrepreneurial and non-entrepreneurial action, and the type and function of stakeholders' support are prominent in differentiating between intentions.

Practical implications include facilitating the transmission of marketing knowledge to novice entrepreneurs through higher education and the ecosystem.

The authors show that perceptions of feasibility and desirability are particularly dependent on the entrepreneur's perceived marketing capabilities and perceptions of entrepreneurial ecosystem supportiveness. This study thus captures a fuller range of the intentions–action relationship by gauging the unidimensional approach to entrepreneurial action through intertwining attributes at the individual and market levels. It takes a new look at feasibility and desirability through marketing capabilities; and offers a more robust classification of stakeholders' support—institution/people, bridging/buffering. Practical implications include facilitating the transmission of marketing knowledge to novice entrepreneurs through higher education and the ecosystem.

Research shows that innovation is imperative for business competitiveness and that entrepreneurs are stimulators of innovation. This is particularly true for younger entrepreneurs, who are recognized as having technological savvy, high dependency on the web, low fear of change and high zeal for challenges. However, not all businesses headed by younger entrepreneurs innovate, and research on younger entrepreneurs' innovation is lacking. This study assessed the main drivers of innovation in a sample of young Canadian entrepreneurs leading businesses in the initiation phase.

A sample of young Canadian entrepreneurs leading businesses in the initiation phase has been employed. This study is based on younger entrepreneurs and draws on the definition of generations Y and Z (Taylor and Keeter, 2010). It examines the initial stage of a business, up to 3 years. The sample includes 100 adults (65% female), whose ages ranged from 18 to 34 years. The drivers to innovate included external support (e.g. mentoring, funds, accelerators) and internal factors, including psychological attributes (i.e. risk-taking) and entrepreneurial motivations. Regression and structural equation modeling analyses have been conducted.

The findings revealed that entrepreneurial motivations for achieving self-fulfillment and contributing to the world, which are prevalent among younger generations, fostered innovation both directly and indirectly through the mediating effect of external support and risk-taking. External support fostered innovation not directly but through the mediating effect of risk-taking; in contrast, internal factors directly propelled innovation. This finding demonstrates the significance younger generations attribute to internal factors over external factors in the quest for innovation.

This study can be an intriguing starting point for future studies to examine in more depth the intertwined role of external and internal factors in accelerating innovation among younger entrepreneurs. Studies could examine various psychological attributes and professional and business capabilities (Zahra, 2021) as well as external factors.

Our findings add to this literature in stressing the need to strengthen risk-taking among younger entrepreneurs, which is affected by external support and produces innovation; and reinforce the relevance of the resource-based view in revealing younger entrepreneurs' avenues to develop innovation, pinpointing external support as contingent on motivation and demonstrating the role of risk-taking in the pursuit of innovation.

The paper aims to decipher, through intertwined external and internal perspectives, how female and male owners of family businesses (FB) that have been affected by the pandemic develop new capabilities to respond to the market's crisis-related needs. Specifically, this study seeks to decipher the role of external support, mediated by the owner's psychological capital (i.e. internal perspective) and moderated by gender, on the development of capabilities related to the market's changing needs, drawing on the dynamic capabilities conceptualization.

A sample of responses from 261 Canadian FB owners was generated during the pandemic, and online questionnaires were distributed.

Regression analyses and Hayes' PROCESS tool revealed that while external support directly invigorates capability development, external support is also mediated by psychological capital and moderated by gender, so that female owners were found less likely to use external support for capability development than men. These findings are explained by women's traditional responsibility in FB of protecting the family from external circumstances. Nevertheless, both women and men orchestrated external support, due to the higher psychological capital of FB, to develop capabilities that respond to pandemic-related market needs.

This study explores and demonstrates the unique navigation of FB owners during crises, and the role of the owner's gender in pursuing capability development. The study's value is in interconnecting external and internal perspectives while probing FB during crises. Implications for the ecosystem's conduct toward FB are discussed.

The purpose of this paper is to examine the impact of small loans on new firm performance using data from the second Panel Study of Entrepreneurial Dynamics, a large longitudinal data set of new firms in the USA. Contrary to prior research which suggests that small or microloans primarily benefit entrepreneurs who experience disadvantages in the marketplace, the findings revealed no significant differences in loan source or loan amount by gender, ethnicity, or employment status during the early years of the firm. The findings did reveal, however, that the motivations (push vs pull) of the entrepreneur were a determinant of loan source. From this, the authors begin to develop a theory of financial bricolage based on the premise that small loans secured at key points in time can make a significant difference on firm performance for all types of entrepreneurs, not just those who have traditionally be classified as “disadvantaged.”

The data for this study was taken from the Panel Study on Entrepreneurial Dynamics (PSED II). The authors focussed on business performance measures over the six years of that study to reassess existing findings on relationships between microfinance and underperformance, especially among women, ethnic and unemployed entrepreneurs, from a financial bricolage perspective. Specifically, the authors will assess the impact of small or microloans on business performance over time by tracking the role of financial sources, amount of money borrowed, background characteristics, and motivation to start a business (i.e. push or pull).

The results also revealed no significant difference by gender, ethnicity, or employment status in the source of amounts of small loans secured during the first two years of the businesses. Thus, consistent with the theory of financial bricolage, all types of entrepreneurs engaged in seeking out small loans during the early years of their businesses’ existence.

Although using the PSED II has many advantages, it is not protected from methodological pitfalls. One such potential disadvantage is the fact that this database allows the authors to understand the development of US-based nascent entrepreneurs, but overlooks other countries. Future research efforts should be focussed on surveying nascent entrepreneurs from other countries and cultures to expand the understanding of the relations between small loans and financial sources on business performance worldwide. This could be most useful for intensifying research in regions that generate more push and/or pull entrepreneurs. A second disadvantage inherent in the PSED is that interviews in follow-up surveys may have become impossible over time, resulting in missing data. In addition, the reasons for being unable to reach interviewees are not always clear. In the entrepreneurial realm, these reasons have a great impact on the understanding of the development of new businesses. Interviewees’ businesses may have gone bankrupt, merged with other firms and thus changed contact details, gone global and therefore left the country, etc. (Delmar and Shane, 2003); these could bias the results. A final potential weakness in the PSED is that the data are based on entrepreneurs’ self-reports which are known to be prone to many kinds of response bias.

By offering practical education aimed at enhancing the financial performance of entrepreneurs, the authors believe that they can meet the challenges posed by the research (e.g. Du Rietz and Henrekson, 2000; Parker, 2004; Pfeiffer and Reize, 2000; Reynolds et al., 2002) on performance gaps between entrepreneurs with different background characteristics and those embarking on entrepreneurship with different motivations (push vs pull). In line with the financial bricolage theory, the results may aid governmental bodies, educational and academic institutions oriented toward entrepreneurs, and small businesses, in constructing programs that will train entrepreneurs to be attentive to the diverse range of potentially available resources, including small loans and different financial sources.

The research challenges the necessity-opportunity simplistic categorization and builds upon prior work in the field of bricolage, or the practice of “making do with whatever is at hand,” to begin developing a theory of “financial bricolage.” It is the contention that all new businesses are resource-constrained due to challenges posed by asymmetric information. Thus, new businesses, in general, do not have access to a full range of funding alternatives. In light of this, small loans may be critical for the survival and success of not only necessity-based businesses but opportunity-based businesses as well. The results and findings bear this out.

The gender gaps found in research in the growth of businesses headed by men or women may be the consequence of their different change‐oriented strategies. The purpose of this paper is to explore the premise that each genders' use of strategies associated with leading change in their businesses determines those businesses' growth. Findings based on the responses of 260 Israeli entrepreneurs revealed that men and women lead change in their businesses differently, and that the use of these strategies by each gender group is indeed echoed in their businesses' growth. Implications for research and practice are discussed.

Questionnaires were delivered by e‐mail to 190 entrepreneurs participating in non‐academic programs at five centers for entrepreneurial support in Israel (three university‐based centers and two government‐based centers). The respondents were asked to suggest other entrepreneurs for this study; this procedure produced 100 contact details of entrepreneurs which the author approached by snowball sampling procedure. The 260 completed questionnaires were from 171 (66 percent) entrepreneurs participating in the non‐academic programs and 89 (34 percent) of their suggested colleagues. T‐tests showed no significant differences between these groups in gender, age, educational level or years of experience as entrepreneurs.

Strategies that emerge as most relevant to business growth are associated with empowering the staff to use more creative and innovative practices and embracing change on a routine basis. While it is common knowledge that “change” should be exhibited by the entrepreneur, the findings suggest that providing the platform or delegating the power to the staff to initiate changes in the business, as well as supporting the staff, are useful to business growth, and therefore in line with the DC framework.

These findings promote knowledge in this area by showing that empowerment is actually a way of implementing change in the business and that the action of change exhibited by the entrepreneur is not the only way to accomplish change and consequently, growth. Such findings are most important for research that is lacking in empirical studies in this respect, as well as being of vast significance for women entrepreneurs who may lack confidence when applying empowerment to achieve change and business growth. These findings clearly demonstrate the relevance of empowerment to the business's growth.

One main implication of this study is in the area of training and higher education in entrepreneurship: developing programs that advance strategies aimed at leading change in the business can assist entrepreneurs and affect their businesses' growth. It is important that local governments and private agencies serving entrepreneurs are aware of these findings and build on them to develop appropriate programs, assess the programs' outcomes and initiate policy measures.

The purpose of this paper is to assess the role of managerial performance in the success of men‐owned businesses (MOB) and women‐owned businesses (WOB) for Canadian and Israeli entrepreneurs.

A process‐oriented approach, a relatively overlooked perspective in this field, was used for this assessment. The methodology used was based on two national samples from Canada and Israel (n=235) which included mostly members of a private business networking organization. Questionnaires were distributed to the respondents; only entrepreneurs with at least one employee were included.

Multilevel analyses revealed that gender is significantly associated with some managerial functions, but except for the business longevity – it is not directly associated with measures of business success; nationality is associated with two measures of business success: turnover and growth. Women entrepreneurs, both Canadian and Israeli, ranked significantly higher in some functions of their managerial performance compared to their male counterparts.

This study's main implications are in deciphering the major role of managerial performance and nationality and the relatively marginal effect of gender in business success measures, implying that the gender gap in successful entrepreneurial businesses is decreasing. These findings can become foundations for better understanding broader entrepreneurship questions and practice‐based researched endeavors.

This paper's main contribution is in the identified need for developing training and education programs for entrepreneurs in the areas of managerial skills and practices; as well as in opening future avenues for cross‐national assessments of a process‐oriented perspective in these areas.

Entrepreneurship education has had a remarkable evolution over time and the number of entrepreneurship textbooks has multiplied given the increased interest in entrepreneurship programs in higher education. Yet, studies that review the coverage of textbooks focusing on entrepreneurship are scarce. This study provides an inventory of entrepreneurship textbooks and the topics they cover as well as specific emerging topics they do not cover by analyzing the content of 57 textbooks. Our results suggest that most textbooks provide significant coverage of such topics as the nature of entrepreneurship, business plans, financing, marketing, and cases. Among emerging concepts, social media has been relatively well covered with increasing coverage in more recent textbooks, while business canvas, as an example of alternatives to conventional business plans, is rarely covered. Most textbooks have provided little coverage of such topics as sales, family business, women and minorities, as well as ethics and sustainability. This study not only reveals areas that are covered by existing textbooks but also themes that future textbooks and research could cover to address the challenges of future entrepreneurship education.