Women's entrepreneurship and culture: gender role expectations and identities, societal culture, and the entrepreneurial environment.

Women's entrepreneurship is increasingly important for creating new jobs and contributing to the social and economic growth of their societies, yet the interplay and nuances of women's entrepreneurship and culture are currently understudied. In this special issue, we present eight empirical papers that delve into different aspects of the dynamic interaction between gender and culture in shaping women's entrepreneurship. We provide framework for women's entrepreneurship and culture research to organize the empirical research herein into three interconnected themes: gender role expectations and identities, societal cultural dimensions, and the entrepreneurial environment. This collection is an important step in integrating research on women's entrepreneurship and culture and further exploring these dynamic and complex interactions, in different economic and societal systems and across geographies.

Pivoting to stay the course: How women entrepreneurs take advantage of opportunities created by the COVID-19 pandemic.

COVID-19 is unique in the severity of its impact as it is a humanitarian disaster that has caused both a supply and a demand shock to the global economic system. It has disproportionately affected women entrepreneurs as their firms are younger and smaller. In this commentary, we contend that while all businesses must pivot their business models in times of tumultuous change, simultaneously reducing risk and seizing new opportunities, this is particularly difficult for women entrepreneurs, whose businesses are concentrated in the industry sectors most severely affected by the economic shutdown. We draw on recent survey data from the Diana International Research Institute (DIRI) to identify business model pivots in women-owned businesses, and conclude by offering a set of gendered future research questions.

Initial resource assembly in new ventures: Does location matter? / Recursos iniciales en las nuevas empresas: ¿influye la ubicación?

The formation of a new venture requires crucial choices that impact the future success of the firm. An important initial decision is whether or not to start the new venture from home or from a separate location. In this paper, we examine the impact of firm-location decisions on the resource assembly process. Resource assembly is the first step taken by entrepreneurs to begin building a resource base, and it involves gaining ownership or control over resources. Our findings indicate that resource profiles significantly differ by location. In addition, away-based businesses assemble significantly higher counts of physical, financial, and organizational resources (AU)

La formación de una nueva empresa requiere tomar decisiones fundamentales que tendrán impacto en el futuro éxito de la empresa. Una primera decisión importante es elegir si la empresa se localizará en casa o en un espacio diferente. En este trabajo examinamos el impacto que tiene la ubicación de la empresa en el ensamblaje de los recursos. La asamblea de recursos es el primer paso dado por los empresarios para comenzar a construir una base de recursos, y consiste en obtener la propiedad o el control sobre los recursos. Nuestros resultados indican que los perfiles de los recursos difieren significativamente según la ubicación. Además, las empresas basadas en la distancia reúnen significativamente mayor número de recursos físicos, financieros y organizacionales (AU)

Initial resource assembly in new ventures: does location matter?

The formation of a new venture requires crucial choices that impact the future success of the firm. An important initial decision is whether or not to start the new venture from home or from a separate location. In this paper, we examine the impact of firm-location decisions on the resource assembly process. Resource assembly is the first step taken by entrepreneurs to begin building a resource base, and it involves gaining ownership or control over resources. Our findings indicate that resource profiles significantly differ by location. In addition, away-based businesses assemble significantly higher counts of physical, financial, and organizational resources.