See discussions, stats, and author profiles for this publication at: https://www.researchgate.

net/publication/297392961

Collaborating to Identify the Personal and Business Dilemmas of Successful

Women Entrepreneurs

Conference Paper · May 2014

CITATIONS READS

0 98

3 authors, including:

Fons Trompenaars Riana van den Bergh

Trompenaars Hampden-Turner Amsterdam University of Applied Sciences
44 PUBLICATIONS   7,110 CITATIONS    10 PUBLICATIONS   40 CITATIONS   

SEE PROFILE SEE PROFILE

Some of the authors of this publication are also working on these related projects:

PhD: The fascilitative role of Cultural Intelligence in SIE women's adjustment. View project

Cross-cultural Management Textbook View project

All content following this page was uploaded by Riana van den Bergh on 08 March 2016.

The user has requested enhancement of the downloaded file.

 Working Paper No. 2014/10

Collaborating to Identify the Personal and Business

Dilemmas of Successful Women Entrepreneurs

Fons Trompenaars¹, Madeleine van der Steege² and Riana Schreuders³

1 May 2014

© The authors, 2014

¹ Hampden-Turner, Amsterdam, The Netherlands

² Synquity, Warmond, The Netherlands
³ Trompenaars Hampden-Turner, The Netherlands
 The Maastricht School of Management is a leading provider of management
education with worldwide presence. Our mission is to enhance the management
capacity of professionals and organizations in and for emerging economies and
developing countries with the objective to substantially contribute to the
development of these societies.

www.msm.nl

The views expressed in this publication are those of the author(s). Publication does not imply
endorsement by the School or its sponsors, of any of the views expressed.
Collaborating to Identify the Personal and Business Dilemmas of
Successful Women Entrepreneurs

Madeleine van der Steege

Synquity, Warmond, The Netherlands.
E-mail: mads@synquity.com

Riana Schreuders
Trompenaars Hampden-Turner, Amsterdam, The Netherlands.
E-mail riana@thtconsulting.com

Fons Trompenaars
Trompenaars Hampden-Turner, Amsterdam, The Netherlands.
E-mail: fons@thtconsulting.com

Abstract: Although female entrepreneurship is more frequently considered a key driver in economic
growth and development, there is a gap in our understanding of the actual challenges and dilemmas that
are faced and overcome by successful women entrepreneurs. Research in this field is lacking, often
highly academic and does not contribute to practical/systemic or policy changes to support women’s
entrepreneurship development. The purpose of this paper is to provide preliminary findings from a pilot
study exploring the critical dilemmas and enablers for success faced by women entrepreneurs. Using a
dilemma theory orientation, entrepreneurial success was investigated in terms of how respondents
reconcile the competing demands between core stakeholders. Through our collaborative approach to the
research, we were able to test existing models of entrepreneurship and also generate new insights for
further investigation. It seems that women have a ‘gestalt’ view on the world, which enables them to
identify opportunities in the environment through a values-based, socially responsible approach, which is
aimed at generating greater gains than pure financial turnover in the long run.

Keywords: entrepreneurship; women; dilemmas, economic growth.

Introduction

In the current economic climate, there has been growing interest in leaders that have created sustainable
successful organizations. Whilst women are considered important drivers in economic growth, very little is
known about successful, globally-minded women entrepreneurs and the institutional mechanisms supporting or
inhibiting the growth of their businesses (Brush, et al. 2006; Mc Clelland and Swail, 2005). Brush and colleagues
(2006) are of the opinion that failure to understand the enablers and barriers to women’s ability to grow their
businesses will inhibit a country’s global economic competitiveness. In this paper we share a business initiative
by three partnering organizations to conduct global research in this area – focused on women business owners.
Specifically, we set out to create new insight and understanding into women entrepreneurs as drivers for
sustainable economic growth and development. Conducting the global research project from a business and
systems perspective resulted in some unique research design aspects. The research project was branded WeSoar,
a website was established and the interests of multiple stakeholders were acknowledged via a memorandum of
understanding, which also defined roles and responsibilities, financial and resource allocation. Participants were
reframed as customers and co-creators (without compromising the research integrity of the project). By utilizing
virtual project management applications, the global representatives from the three partnering organizations could
collaborate. Regular project status meetings were held to keep the project on track. Digital platforms as well as
collaborative factors mentioned by Feller, Parhankangas, Smeds and Jaantinen (2013, p. 332) (knowledge
complementarities, inter-organisational trust, previous experience with alliances and a high motivation to learn
from collaboration parties) enabled the three organisations to conduct a joint global qualitative and quantitative
research project.
Van de Ven (2007, p. 9) emphasises the importance of producing knowledge through “obtaining the different
perspectives of key stakeholders (researchers, users, clients, sponsors, and practitioners…).” This project aims to
bridge the gap between scholars and practitioners in order to address the critical gap in our understanding of

1
women entrepreneurs and the actual challenges and dilemmas that are faced and overcome by successful women
entrepreneurs.
Trompenaars and Hampden-Turner (2007) defines organizational sustainability as the way leadership deals with
the tensions amongst business processes, employees, clients, shareholders and society. For example, the
entrepreneurial dilemma of, on the one hand, focusing on the day-to-day running of operations whilst, on the
other hand, staying connected to the future and long-term vision is a struggle for many entrepreneurs. This paper
aims to identify some of the critical dilemmas faced by successful women entrepreneurs. The first section of the
paper will provide an overview of existing literature on women entrepreneurs and their success factors, followed
by a description of the research design, research findings and recommendations for theory and practice.

Literature Review

Successful entrepreneurs are able to grow and sustain their organisations in the long-term. Whilst the role of the
individual is of great importance in this process, there are many factors, not under the individual’s control, that
may support or prevent an entrepreneur’s success. Successful entrepreneurs are able to navigate the complex
tensions they are faced with through integrating and reconciling seemingly opposing and conflicting demands to
create value. For them, creating sustainable wealth is based on the ability to combine values that are not easy to
join and is the essence of entrepreneurship (Trompenaars, 2007). This section will explore some of the tensions
and barriers that women entrepreneurs are faced with at an institutional (macro environmental) and personal
level.

Institutional barriers and enablers to women’s entrepreneurial success

Entrepreneurs are taught by tertiary institutions to create business plans, engage in trend spotting and perform
future forecasting and innovation to help them develop a successful business. However, entrepreneurial success
is often equated to business performance and measured from an economic perspective using the growth in sales,
or employees and increase in profit (Coleman and Kariv, 2013). Various studies have shown that women
entrepreneurs face greater barriers to growing their companies than men and consequently male-owned
companies are, in some instances, reported to outperform female-owned entrepreneurial enterprises (Carter and
Allen, 1997; Coleman and Kariv, 2013). According to Gonzalez-Alvarez and Solis-Rodriguez (2011, p. 756),
successful entrepreneurship is highly dependent on the ability of the entrepreneur to choose the ‘right
opportunities for creating new business’. Despite the vast amount of research exploring success factors of
entrepreneurs, very little is known of the role of women in the discovery of entrepreneurial opportunities
(Gonzales-Alvarez and Solis-Rodriguez, 2011).
Whilst women obviously have a role to play in the development of their businesses, there are a number of
gendered factors that may affect this ability. According to Lang, Fink and Kibler (2013), there is a reciprocal
relationship between institutional elements in the entrepreneur’s environment and the entrepreneurial enterprise,
whereby local institutions may support or constrain entrepreneurial behaviour and the entrepreneur is able to
directly or indirectly change local institutions over time. Brush, et al (2006), for example, states that women
entrepreneurs may find it more difficult to gain access to funding for their businesses than their male
counterparts due to the phenomenon of ‘doing gender’.
From an institutional perspective, governments can play an important role in supporting women’s
entrepreneurship and bringing about societal change that will support and foster women’s entrepreneurship
(Brunton, Ahlstrom and Han-Lin Li, 2014). However, gendered factors are continuously being reinforced by
both men and women through unconscious expectations of what is expected from a person of a particular gender
(Brush, et al., 2006; Myers and Pringle, 2005). As a result, gender influences that are created and sustained by
societies may pose a major barrier to women’s propensity to engage in entrepreneurial activities and grow their
businesses (Marlowa and Swaila, 2013).
Neither the factors affecting the growth of women owned businesses (McClelland and Swail, 2005) nor their
management practices (Jennings and Brush, 2013) have been thoroughly investigated. Keeping up with market
changes throughout the business lifecycle may be an important factor to help ensure the future viability of the
business. However, it has been reported that women seem to be less prepared to grow their businesses than men
due to an inability to raise funds from external sources and, furthermore, women seem to be more risk-averse
and grow their businesses at a slower pace than men (Coleman and Kariv, 2013). However, Marlowa and Swaila,
(2013, p. 80) says that “using explorations of risk and business finance in the context of entrepreneurship, we

2
demonstrate how this presumption ascribes women a discrete but generic theoretical and empirical status
associated with weakness and lack”.

Personal barriers and enablers to women’s entrepreneurial success

Apart from the structural barriers faced by women entrepreneurs, it seems that educated women are possibly
more focused on personal fulfilment, professional growth, and challenge (Larwood and Gattiker, 1989 cited in
Buttner and Moore, 1997). Radovic-Markovic (2013, p. 5) reports that an important difference between men and
women entrepreneurs is that women look for personal satisfaction and want to create a safe future. Furthermore,
the way in which women measure (or define) success might define their entrepreneurial priorities (Buttner and
Moore, 1997). In a related pilot study (van der Steege and von Stamm, 2014), it was established that the
successful women entrepreneurs (with an average age of 50 years) define success as more than the money
(50%). Success to these women was also about using their potential and actualising (25%) and using their
businesses to create a better world (21%); whereas only 17% describes success in purely financial terms.
Global Entrepreneurship Monitor (GEM) research has shown that entrepreneurship rates for women are a bit
lower in higher income countries - perhaps because in those countries there are more economic choices for
women, like well-paying government or corporate jobs (Amorós, Bosma and Levie, 2011). Traditionally, it has
been widely accepted that women opt for the entrepreneurial route in order to gain greater personal freedom in
order to allow them to integrate work, family and community responsibilities (Carter and Allen, 1997).
Advocates of this approach contend that women tend to have fluid identities in which the boundaries between
personal life and work life are often blurred (Myers and Pringle, 2005). While the ability to switch seamlessly
between life spaces may be a core competence that sets women apart (Cabrera, 2009), there are many tensions
between different life spaces that may affect the choices women make in terms of their careers (Mäkelä, Suutari
and Mayerhofer, 2011).
Brush, de Bruin and Welter (2009, p. 11) highlight the importance for researchers to explore the impact of the
home environment and the macro environment on women’s “ownership of assets, their access to resources and
the realization of their capabilities.” The opportunities and choices available to women entrepreneurs are very
often limited by (invisible) inequalities in both the home and macro environment due to gendered development
and occupational segregation (Brush, et al., 2009). According to the World Development Report the position of
women in a society is influenced by cultural and social norms that dictate the role and freedom of women in a
country/culture (Hallward-Driemeier, Mary and Tazeen Hasan, 2012). Aspects, such as organisational and
occupational demography, socio-political context and the culture of a country, are only some of the structural
barriers that may limit women’s career paths (Al Ariss, 2010, p. 228; Volpe and Murphy, 2011, p. 66-69). Thus,
while some countries may legally provide women with equal rights and opportunities compared to men, practice
and customs may ignore such legislation and impose hidden barriers to their participation.
Attitudes toward women, discrimination, stereotypes and prejudice may form further barriers to women’s
success (Taylor and Napier, 2001; Tharmaseelan, Inkson and Carr, 2010). Gender stereotyping may form an
instrumental barrier in women’s career advancement, as negative attitudes toward women may influence their
motivation, self-esteem and self-confidence (Wood, 2008). This may lead to a self-fulfilling prophecy where
women surrender themselves to their circumstances or end in a negative spiral, which may lead them to opt out
(Wood, 2008).
The environment can play an important role in helping women overcome the barriers that may influence their
ability to grow their businesses (Bondima, Rankhumise and Grundling, 2013). The structural disposition of
women may also serve to be a driver that supports their motivation and success. A study on women’s careers by
Altman and Shortland (2001), for example, found that the structural underrepresentation of women and the
isolation of being a single woman amongst a multitude of men might result in women pushing themselves to
work harder and play multiple roles in order to be successful. As a result, women tend to be more attuned to their
environments and are more able to adapt their behaviours to the circumstances in order to be successful
(Linehan, Scullion and Walsh, 2001).
The propensity to deal with risk, an achievement motivation and clear implicit and explicit motives are also
important determinants of entrepreneurial success (Brandstätter, 2011). Bondima, Rankhumise and Grundeling
(2013) cite a number of studies that indicate how entrepreneurial activity in general is supported by traits such as
the desire for independence, locus of control, creativity and also risk-taking propensity (Rauch and Frese, 2005
in Smith, 2013) and credible role models (Bygrave, 1995, cited by Bondima, et al, 2013). Locus of control
(where the individual believes that behaviour is guided by a personal decision and effort vs. fate, luck, or other

3
external circumstances) has also been linked to the culture of a country. Trompenaars and Hampden-Turner
(2012, p. 312) found that women managers are consistently more outer directed than men and feel less in control
over the direction of their lives. Thomas and Mueller (2000) defined entrepreneurial orientations as locus of
control plus innovation. They established that individualistic cultures foster strong entrepreneurial values, self-
reliance and independent action while collectivistic cultures do not.
Through this research, we will explore the role of institutional barriers, enablers and critical dilemmas that
successful women entrepreneurs are faced with in growing their business. Trompenaars and Hampden-Turner
(2012) captured 8500 business dilemmas and clustered them to into ten golden dilemmas (Appendix 1).
According to Trompenaars and Woolliams (2005), these ten golden dilemmas are meta-dilemmas that manifest
in almost all businesses in one form or another, the reconciliation of which relates directly to bottom-line
business performance. Table 1 below highlights the relationship between different organisational stakeholders
and their interests. The ten golden dilemmas emerge from the tensions and conflicts in interests between these
different stakeholders.

Table 1 The Basis of Trompenaars Hampden-Turner 10 Golden Business Dilemmas

Component Sectional Interest

Business Processes Corporate effectiveness
Employees Employee development and learning
Shareholders Shareholder return, financial performance and growth
Customer, client, suppliers Satisfaction
Society at large Contribution to society

However, since our literature review has indicated the difference between men and women in their approach to
life spaces, the above dilemmas will only provide half of the picture when researching the dilemmas of women
entrepreneurs. Because women tend not to separate their business and personal lives, it was decided to develop a
set of personal dilemmas that women entrepreneurs were anticipated to be faced with. Table 2 illustrates the
different stakeholders that may result in a number of personal dilemmas possibly relating to the personal
situation of women entrepreneurs. Table 3 shows the mapping between components.

Table 2 The Basis of for Personal Dilemmas of Women Entrepreneurs

Component Sectional Interest

Self Personal effectiveness, intrinsic drive, motivation
Family / friends Support system and involvement
Employees Mindfulness, consideration, taking into account
Community Personal contribution and involvement
Sponsors/ Financiers/ Shareholder Growth / expansion

Table 3 A Basis for Additional Personal Dilemmas for Women Entrepreneurs

Component Self Family / friends Employees Community Sponsors/

Financiers/
Shareholder
Self #1 #5 #8 #9
Family / friends #6 #2 #7
Employees #10 #4
Community #3
Sponsors/
Financiers/
Shareholder

4
The following figure illustrates the potential conflicting interests as sources of tension between each component
that formed the basis of the list of personal dilemmas for women entrepreneurs as explored in this study. Please
refer to Appendix II for a detailed overview of the ten personal dilemmas that are used for this study.

Figure 1 Matrix of Interests and Conflicts Between Components

Through the participative approach followed in this research design, the research aims to bring about social
change among women entrepreneurs. Thus the research aims to not only collect data for the sake of developing
theory, but also to include participants in the process in order to bring about an awareness and deeper insight into
their own experiences and growth journeys.

Purpose of the research

The research presented in this pilot was conducted through the collaboration of three complementary
organizations: 1. a worldwide business network of women entrepreneurs; 2. an international management
consulting business; and 3. an entrepreneurial woman-owned consultancy. A board of advisors, consisting of
academics and entrepreneurs, oversees the research.
Through this collaboration, the study aims to expand on existing knowledge of women entrepreneurs in order to
contribute to theory, practice and public perception. As such, the research is based on the principles of engaged
scholarship as proposed by Van de Ven (2007). The purpose of this paper is twofold. Firstly, it aims to share this
public-private collaborative research on women’s entrepreneurs and, secondly, it aims to provide preliminary
findings from a pilot study exploring the critical dilemmas and enablers for success experienced by women
entrepreneurs.
Using a combination of quantitative and qualitative research, the pilot study was launched in 2013, involving 27
women entrepreneurs. Participants are based in various countries, including The Netherlands, United States,
Canada, United Kingdom, China, Brazil and South Africa.
Entrepreneurial success was investigated in terms of how respondents reconcile the competing demands between
five core stakeholders. The ten Golden Dilemmas, as advocated by Trompenaars and Hampden Turner, were
adapted to the context of women entrepreneurs and translated into personal and business dilemmas. Both of these
were analysed to determine which dilemmas had the most influence on entrepreneurial success based on a
weighted rating of responses. These dilemmas were then linked with the experiences of participants as elicited
from open-ended interview questions.

5
Methodology and design

This study formed part of a wider investigation, branded as ‘WeSoar’, about the success triggers of women
entrepreneurs across the globe (van der Steege and von Stamm 2014). A transformative paradigm (Mertens,
2010) led to reciprocity being built into the research design. The actual process and the outcomes of the study
were intended to mutually benefit the participants and the researchers without compromising the integrity of the
research. For example, participants afterwards received a confidential copy of their interview summary as well as
the outcome of the research and project updates in a newsletter format. In that way the interactive link between
the researcher and participants could create transformation without affecting the research outcome.

Participant Criteria

This study adopted a definition in which a woman entrepreneur was defined as a woman who founded a
company and who had been trading actively. The sample included twenty-five women entrepreneurs and two
women intrapreneurs. Intrapreneurs, in the context of this study, were defined as women managers who are
competent in managing the enterprise, or part thereof, and are showing the ingenuity and initiative of an
entrepreneur. Hence they are considered to have entrepreneurial potential and are aiming it at the development of
the company that they do not own (Nogalski and Śniadecki, 2001 in Kurowska-Pysz, 2014).

Participants and Sampling Strategy

The sample for the pilot study was mainly gathered through invitations to members of a worldwide business
network organisation of women entrepreneurs. This made up 81% of the sample. Through referrals from those
participants a further 15% were invited whilst 4% of the participants were connected through other avenues. An
explorative research design using structured interviews with 27 women entrepreneurs from 11 different countries
was used to collect data. The focus of the interview was to investigate the critical research question: What are
the personal and business dilemmas of successful women entrepreneurs.

Data Collection Process

A mixed methods research design (Saunders, Lewis and Thornhill, 2007) was adopted for the study. The
quantitative data was collected through 15 biographical questions to identify the participants’ main work
location, current age, education level, nationality, the date that their company was founded, their current family
lifecycle and at start-up, industry sector, whether the business was funded externally, the total number of
employees, the number of countries the business traded with and annual turnover in USD. Qualitative data
focusing on identifying their dilemmas was collected in the second part of the interview. Participants had the
opportunity to use a weighted rating scale containing the 10 golden business dilemmas as defined by
Trompenaars and Hampden-Turner (2012) as well as 10 personal dilemmas.

Demographics of the participants

Participants’ ages ranged from 31 to 70 years with the majority (60%) of the participants being above 50 years
old and are highly educated (96% have some level of tertiary education). The sample for the study was drawn
from different regions across the world which included Europe N=12, North America N=7, Africa N=5, Asia
N=2 and South America N=1. In terms of industry sector, 37% of participants came out of consulting, 15% from
education, 11% consumer goods, 7% service industry, and 4% in the remaining industries. 56% traded
internationally. 44% had more than $1,000,000 annual turnover. Of the participants 38% had utilized
external/extra funding to start up their business. However, the sample of this pilot study does not have enough
sample points to determine significant differences between different demographic groups. A summary of the
sample statistics is given in Table 4 and 5.

6
Table 4 Summaries of Remaining Demographics

Demographic Percentage of participants

Age Group 31-40 12%
41-50 28%
51-60 48%
61-70 12%
Level of Education High School 4%
Tertiary Education 15%
Associate degree or equivalent 4%
Bachelors degree or equivalent 28%
Masters degree or equivalent 41%
Doctoral degree 11%
Year company started 1980 - 1989 4%
1990 - 1999 11%
2000 - 2009 63%
2010 or later 22%
Industry Sector Consulting 37%
Education 15%
Consumer goods 11%
Service industry 7%
Bio Science 4%
Chemicals 4%
Financial Services 4%
Health Care 4%
Manufacturing 4%
Media 4%
Technology 4%
Transportation 4%
Number of Employees 0 - 5 67%
6 - 35 26%
36 - 100 4%
101 - 500 4%
Utilized Funding Yes 38%
No 62%
How did you hear about this survey
A global women’s network 81%
Colleague 15%
Other 4%
*Note: numbers do not always add to 100% due to rounding

Table 5 Summary of Participant Location and Language

Number N
Continent Country Nationality Home Language
(Total = 27)
Africa Kenya Dutch Dutch 1
South Africa Irish English 1
South African African dialect 1
English 2
Asia Hong Kong South African English 1
Japan Canadian 1
Europe Greece Dutch Dutch 1
Netherlands Dutch 5
American 1
Indonesian 1
Australian English 1
Switzerland Swiss French 1
United Kingdom British English 2
North America Canada Canadian English 3
USA American 4
South America Brazil Brazilian Spanish 1

7
As Table 6 indicates, most participants either started their businesses during a busy family life period or went
through major family life changes whilst they were running successful businesses. Half of the participants started
their businesses during the ‘full nest’ life cycle and about 80% of them (36% of the total) were still ‘full nest’ at
time of this research. 68% of all the participants did not undergo major life changes from start-up to the date of
their interview for this study.

Table 6 Family Life Cycle

Divorced

Widowed
Children

Start-up
Married
Change

Status
Status when business commenced

Home

Total
Left
Got
No
Young and single 12% 4% 4% 20%
Partnered, married with no children 8% 4% 12%
Full nest (married and partnered with
36% 4% 4% 44%
children at home)
Partnered/married, empty nest
4% 4%
(children have left home)
Divorced with children at home 4% 4%
Divorced, empty nest (children have
8% 8%
grown up and left home)
Older single (never married) 8% 8%
Total percentage related to life
68% 12% 8% 4% 8% 100%
change

Table 7 provides an overview of, by annual turnover, how many countries participants trade in and also the
overall distribution across regions (continents) of where they trade. It is apparent that as the number of countries
they trade in increase, turnover also increases. Amongst the participants, the majority of trade occurs in the Euro
zone (N=17), correlating with the home base of participants in Table 5. In one case of 20+ countries, no regions
are indicated since these companies are virtual and information of the exact regions was not available. 15
participants (56%) trade internationally (in more countries than their own).

Table 7 Regions where participants trade by turnover and no of countries

Global/Virtual
# Participants

Middle East
N. America

S. America

Annual turnover in
Australia

No. of Countries Trading in

Europe

USD:
Africa
Asia

0 - 1 million Only my own country 6 2 1 1 1 1

1 - 5 countries 9 7 3 2 1 1
1 - 5 million Only my own country 5 3 2
6 - 10 countries 2 2 2 2 1 1
5 - 10 million Only my own country 1 1
20 + countries 2 2
10 - 20 million 20 + countries 1 1 1 1 1
over 20 million 16 - 20 countries 1 1 1 1

Table 8 shows the industry sector in relation to turnover, number of employees and the number of countries
being traded in. This indicates an expected trend that more turnover relates to an increase in number of
employees. 37% of the participants are in the industry sector ‘Consulting’ (Table 4) and are represented in every
turnover and trade category.

8
Table 8 Industry Sector distribution in relation to other demographics

Annual turnover in
Trading in no. of Countries No. of employees Industry Sector N=27
USD:

0 - 1 million Only my own country 0 to 5 Consulting 1

Consumer goods 2
Financial Services 1
Technology 1
6 to 35 Consulting 1
1 - 5 countries 0 to 5 Bio Science 1
Consulting 4
Education 1
Manufacturing 1
Media 1
Service industry 1
1 - 5 million Only my own country 0 to 5 Consulting 1
Education 1
Service industry 1
6 to 35 Consulting 1
Health Care 1
6 - 10 countries 0 to 5 Consumer goods 1
6 to 35 Consulting 1
5 - 10 million Only my own country More than 100 Education 1
20 + countries 6 to 35 Chemicals 1
Education 1
10 - 20 million 20 + countries 6 to 35 Transportation 1
over 20 million 16 - 20 countries 36 to 100 Consulting 1

Ten Golden Business Dilemmas that had the most influence

A dilemma describes a situation whereby one has to consider two good/desirable options. It comes from the
Greek Di-lemma meaning two propositions. So a dilemma describes the tension that is created due to conflicting
demands. For example: On the one hand we need to standardize our systems and procedures to benefit from
discipline, order and control as well as economies of scale, while on the other hand our system needs to be
flexible in order to respond to the particular needs of particular situations (Trompenaars and Hampden-Turner,
2012).
In Table 9 respondent ratings regarding business dilemmas are provided. The table is sorted with the dilemmas
that participants struggled with the most to the least as well as a comparison of ratings amongst a high vs. low
turnover group. On average, the top three business dilemmas that participants struggled with the most include
‘day to day running and also fulfilling the purpose of the business’, ‘educating customers with new solutions
whilst also focusing on their needs’ and ‘focusing on cash flow whilst also serving the community in a
sustainable way’.
The dilemmas where a difference is seen between high turnover (TO) and lower turnover participants scores
(dilemmas 6 and 7) indicate that high TO participants struggle more to ‘develop their people whilst also being
cost conscious and results oriented’ than low TO participants. This could relate to the fact that low TO
participants do not have many employees (Table 8). Dilemma 7 in Table 9 indicates that low TO participants
struggle more ‘to supply global products whilst also responding to local tastes’. The dilemmas participants on
average struggled with the least (dilemmas 9 and 10 in Table 9) is ‘motivating and rewarding people whilst also
satisfying the owners/ shareholders’ and ‘retaining equal opportunities for staff whilst applying positive
discrimination in recruitment’.

9
Table 9 Business Dilemmas

High Turnover Low Turnover

Mean of all Standard
Business Dilemma Participants Participants
participants Deviation
< 1 mil. USD > 1 mil. USD
1 On the one hand I need to focus on the day-to-day
running of the business, while on the other hand I
3,2 1,3 3,2 3,1
need to fulfil the "purpose of existence" of the
company within society.
2 On the one hand I need to educate customers with
new solutions we can offer, while on the other
3,1 1,3 3,3 3,0
hand I need to keep the needs of the customer in
focus ahead of our own personal preference.
3 On the one hand I need to focus on cash flow and
working capital, while on the other hand I need to
3,0 1,5 2,9 3,1
serve the wider community in a sustainable and
responsible way.
4 On the one hand I need to supply products and
services that enhance our reputation in the wider
community, while one the other hand I need to 2,8 1,3 3,1 2,6
supply products, which our clients and customers
specifically want.
5 On the one hand I need to maximise shareholder /
partners / owners return from our existing
2,8 1,6 2,7 2,9
business, while on the other hand I need to adapt
to the future a society evolves.
6 On the one hand I need to develop my people,
while on the other hand I need to become more 2,6 1,4 3,1 2,2
cost-conscious and results-oriented.
7 On the one hand I need to supply global or
standardized products / services, while on the
2,5 1,4 2,1 2,9
other hand I need to supply products / services that
respond to local tastes and needs.
8 On the one hand I need to satisfy our clients' /
customers' needs at all costs, while on the other
2,5 1,2 2,8 2,4
hand I need to satisfy our shareholders / partners /
owners.
9 On the one hand I need to motivate and reward
our people, while on the other hand I need to 2,3 1,4 2,2 2,4
satisfy our shareholders / investors / owners.
10 On the one hand I need to retain equal
opportunities for all existing staff, while on the
2,0 1,4 2,2 1,8
other hand I need to apply some positive
discrimination in areas of recruitment.

The Personal Dilemmas that had the most influence

In Table 10 respondent ratings regarding personal dilemmas are provided. The table is sorted according to the
personal dilemmas that participants struggled with the most to least as well as providing a comparison of means
separated for high vs. low participant turnover. The most significant dilemma which scored high (a big struggle)
by both high ( =3,7) and low TO ( =2,7) participants is dilemma one; ‘steering my own creation (business idea)
whilst also entrusting employees with the day to day running’. However, high TO participants scored
significantly higher.
The ‘need to fulfil a (business) passion whilst also nurturing family and friendships’ and ‘sustaining myself and
my well being whilst also playing a role in the community’ were a struggle for both groups. Dilemma seven was
also a significantly bigger struggle for high TO participants (‘spending time with family and friends whilst also
being involved in the community’) whereas dilemma five was significantly higher for low TO participants
(‘ensure capital returns whilst also providing for family’). The dilemma that rated the lowest on average by both
groups was ‘maintaining a strong relationship with shareholders/sponsors whilst considering the community’.

10
 Table 10 Personal Dilemmas

High Turnover Low Turnover

Mean of all Standard
Personal Dilemmas Participants Participants
participants Deviation
< 1 mil. USD > 1 mil. USD
1 On the one hand I need to fulfil my passion, while on
the other hand I need to nurture family life and 3,15 1,4 3,7 2,7
friendships.
2 On the one hand I need to steer the on-going
development of my own creation, while on the other
3,1 1,6 2,9 3,3
hand I need to entrust employees with the day-to-day
running, delegating execution and innovation.
3 On the one hand I need to sustain self, energy, health
and well being, while on the other hand I need to play 3,1 1,6 2,9 3,3
an active role in the community.
4 On the one hand I need to deliver meaningful
rewarding work, while on the other hand I need to 3,0 1,7 2,6 3,3
expand and scale up the business
5 On the one hand I need to ensure capital returns,
while on the other hand I need to provide for family 2,6 1,5 2,1 3,0
and friends.
6 On the one hand I need to use the best resources
available in the community, while on the other hand I 2,5 1,5 2,7 2,3
need to develop employees to be their best.
7 On the one hand I need to spend time being involved
with family / friends, while on the other hand I need
2,4 1,5 2,8 2,1
to have consideration for and involvement with the
community.
8 On the one hand I need to maintain trust and good
faith, guaranteeing return on investment, while on the
2,3 1,4 2,5 2,2
other hand I need to sustain employee intimacy,
loyalty and commitment.
9 On the one hand I need to take care of the well being
of family / friends, while on the other hand I need to 2,3 1,3 2,5 2,1
care about the needs and concerns of employees.
10 On the one hand I need to maintain strong
relationships that serve the interests of sponsors,
2,0 1,2 2,0 2,1
while on the other hand I need to have consideration
for the interests of the community.

Reconciling the Dilemmas of Women Entrepreneurs

In order to gain a deeper understanding of the dilemmas that participants faced and the underlying values and
motives driving these dilemmas, the participants were asked a number of open-ended questions that focused on
personal and business life.
The motives driving the women in this pilot study were varied. However, a common theme that seemed to
emerge for participants was the need to bring about change in the world. The importance of doing things
differently, with a global impact in order to reinvent models that are no longer serving humanity, was highlighted
directly or indirectly by almost all participants. This drive also provides opportunities for entrepreneurs:
“...I feel like in the bigger picture that business, consumers, humanity are at this brink of
something. A lot of things going really wrong and people are starting to see this. I have great
hopes that once people see another way that they will say it makes sense. The future is quite
bleak and I feel that my business can help make people do it differently and quite quickly.”

These women do not see themselves as passive observers, but as active participants who are responsible for
bringing about structural changes in their environments through active participation and using their unique
women’s intuition:
“Organisations are beginning to realize that to survive as an organization, they need to be
adaptable, resilient, systems-based, and creative, and that conventional business models,
leadership approaches, and practices will not get them there. New tools are needed. These

11
 concepts and skills are intuitive for women, so as more women reach levels of influence, I see
more opportunities opening up for my work.”

Aligned with the findings of Coleman and Kariv (2013), some of the participants did not make use of external
funding or loans to start up or grow their companies and found it difficult to gain access to funding. Gender still
seems to play a role in the ability of women to gain access to funds and financial institutions seem to consider
providing loans to women as a risk. Interestingly enough, however, the majority of our participants also felt a
sense of pride for growing their companies without the help of external investors.
“This is a growing trend that will lead to changes we cannot even begin to imagine right now. I
don’t know about trade policies relevant right now for my company. But I’ve been using funds
and grants to get this far. Funding is very important for us. I’ve had a very difficult time in all of
my ventures getting business loans as a woman. This has been extremely frustrating”.

However, in order to grow, expand and consequently gain credibility or enlarge their impact in the market,
participants also recognise the importance of financial performance. Whilst the key motivation for being an
entrepreneur may be values-driven, the marketplace measures success in terms of size and turnover. One of our
participants shared how the concepts of wealth, success and making a difference are intertwined:
“My driving factor is to be successful, which is earning money in a continuous way, which will
buy me the things I need to secure my health, etc. … Financial wealth gives me independence…
The other factor is making a difference – these go hand in hand. If I make a difference, I am
successful. If I am successful, I make a difference.”

“Doing gender” still seems to be deeply embedded in business systems around the world. The label of ‘risk
aversion’ that is so often hung on women (Haus, et al., 2013) seems to be profoundly true for society in general
when it comes to providing opportunities for women:
“The problem is people are very risk averse and business somehow still sees it as a risk to have
‘only women’. It kills me. I think the real risk is having the same sort of guys in high positions. I
have seen the top of businesses take huge risks in mergers and acquisitions. Capital gets
destroyed every time you do an acquisition. Very little of perceived added value of buying
companies is realized, but they still keep doing it. There is usually a brief moment of euphoria,
but then reality sets in - by then top guy is gone. Women in top positions are seen as risks
though. Who’s kidding who?”

It seems like personal and business dilemmas are not separated from each other. For the women in this
study, the integration of different life spaces with each other is a key to their success. The majority of
participants with children at home highlighted the importance of a supportive home environment as
critical to their success. Through the support of their personal networks and, particularly the practical and
emotional support of their life partners, women were able to gain the strength and motivation to persevere
in the face of setbacks. Similarly, successfully navigating the business tensions they are faced with has
had spill over effects to the home situation, both for women personally as well as for their families.

Quite a few of the participants highlighted the relationship between the success of their businesses and
personal health and well-being. For example, one of the participants, who is the successful owner of a
high turnover logistics company, suffers from chronic health problems that may affect her ability to
continue running her business in the coming years. For her, the financial success of her business was not
only directly related to her ability to take care of her own health through being able to access medical
treatments, but also to recognise the importance of empowering others to take over the lead in the case
that she would fall ill. Her company employs a large number of people and also plays a prominent role in
developing the local community. She feels a major tension between the needs of her own family (children
and grand children) to spend time with them, whilst on the other hand taking care of her business and
those who are financially dependent on its success.

Despite the gendered barriers to women’s entrepreneurship, many of the participants in this study above
the age of 50 indicated the path-finding work they have had to do and the changes they have seen in the
perception of the environment about women’s intra- and entrepreneurship. The women in this age group
faced significant barriers when they entered the business environment in a time when women at the top
were almost non-existent, access to education was highly gendered and there were no mentoring networks
available for women.

12
Discussion and Conclusions

From our initial findings it seems that participants struggled most with the business dilemma related to the
tension between customer demands and the day-to-day running of the business. The key personal dilemma they
most struggle to resolve is fulfilling passion whilst also nurturing family and friendships. In addition to these
findings, their solutions for the future well being and growth of their businesses are presented.
The comparison between high turnover and low turnover participants could be repeated for number of employees
or number of trading countries, but since these factors have some interrelationships as seen by considering
Tables 4 and 5, the results would not necessarily reveal new relationships and insights. For a larger sample size
this may indeed present further insights and this will be the subject of future studies.
Through our collaborative approach to the research, we were able to test existing models of entrepreneurship and
also generate new insights for further investigation. Our findings on women’s motivations and drivers for
overcoming dilemmas reflect the findings by Marlowa and Swaila (2013) that research paradigms on
entrepreneurship are gender-biased in and of themselves. The women in this study are everything but ‘weak’.
The way in which they identify opportunities in the market do not conform to traditional frameworks for
entrepreneurship and entrepreneurial success (Coleman and Kariv, 2013). It seems that women have a more
‘gestalt’ view on the world, which enables them to identify opportunities in the environment through a values-
based, socially responsible approach, which is aimed at generating greater gains than pure financial turnover in
the long run. We suggest that further research is conducted to identify the spill over effects between personal and
business dilemmas that women are faced with and how these differ from the way in which men approach and
practice entrepreneurship.
The role of existing structures, policies and frameworks, as well as the general definition of entrepreneurial
success seems to require re-evaluation. Vossenberg (2013) states that although appropriate policies undoubtedly
benefit individual women entrepreneurs, when the gender bias in the context in which entrepreneurship is
embedded is left intact, efforts may remain in vain and without any significant macroeconomic or social impact.
The general tendency of organisations, policy-makers and financial institutions to set up barriers to financial
resources for women entrepreneurs is still a major barrier to women’s ability to grow their businesses. However,
the question comes to mind of whether financial turnover is actually an appropriate indicator of entrepreneurial
success. Is this not another example of a gendered measure of success that needs expansion?
Although we recognise the importance of a supportive partner/spouse in the success of the women in our study,
the extent that external institutions can support women entrepreneurs and their families requires further
investigation. Does the fact that a spouse may need to sacrifice a career in support of women’s entrepreneurship
not lead to a form of reversed discrimination whereby men are placed in the former position of women?
In conclusion, our initial findings provide some important pointers for both theory and practice. Breaking down
barriers of ‘doing gender’ is not an easy process. Both researchers and practitioners should focus on further
exploring ways in which to reinvent existing systems and perceptions in order to create an environment that
leverages the strengths of both men and women.

Limitations

Due to the variation in the participant group as well as the small sample size, it is not possible to generalize
results gained from this pilot study. Furthermore, the exploratory nature of the study does not produce conclusive
results. Meaningful consideration of extraneous variables such as culture and ethnicity differences in this pilot
study was not taken into account. Valuable insights have been gained for the next phase of this global study.

Acknowledgements

We are indebted to the participants of WeSoar Research, who, despite their full schedules made time available
for interviews. We would also like to express our sincere thanks and appreciation to the following people and
institutions who made the pilot stage of the WeSoar project possible: WeSoar project team (Annemieke Lof de
Kok, Riana van den Bergh, Hannah Spaeth, Ruth Dixon, Tina Thomson, Yvonne Finch), Corinne Heijn the
president of UnitedSucces, Prof Fons Trompenaars, Peter Wooliams and staff at Trompenaars Hampden-Turner,
and the Board of Advisors (Dr Bettina von Stamm, Dr Karen Ortlepp, Grant Ashfield and Dr Julie Weeks).

13
References

1. Al Ariss, A, (2010). ‘Modes of engagement: migration, self-initiated expatriation, and career

development.’ Career Development International, Vol. 15, No. 4, pp. 338-358.
2. Amorós, J.E., Bosma, N.S. and Levie, J. (2011). ‘Ten Years of Global Entrepreneurship Monitor:
Accomplishments and Prospects.’ International Journal of Entrepreneurial Venturing. [Online]:
http://gemconsortium.org/docs/download/2240 Accessed: 28 April 2014.
3. Altman, Y. and Shortland, S. (2001). ‘Women, aliens and international assignments’, Women in
Management Review, Vol. 16, No. 3, pp. 41-145.
4. Bondima C E, Rankhumise, E., and Grundling, J. (2013). ‘Co-Effect Of Culture And Personality Traits
On Business Success Of South African Entrepreneurs.’ Globalizing Businesses For The Next Century:
Visualizing And Developing Contemporary Approaches To Harness Future Opportunities’, Global
Business And Technology Association Fifteenth Annual International Conference, Readings Book,
Global Business and Technology Association (GBATA) & EBSCO Publishing, United States of
America, pp. 102- 111.
5. Brändstatter, H. (2011). ‘Personality aspects of entrepreneurship: A look at five meta-analyses.’
Personality and Individual Differences, Vol. 41, No. 3, pp. 222-230.
6. Brockhaus, R.H, and Horwitz, P.S, (1986). ‘The Psychology of the Entrepreneur’, In Sexton, D. L, and
Smilor, R.W, ‘The Art and Science of Entrepreneurship’, pp. 25-48, Cambridge, Massachusetts:
Ballinger.
7. Brunton, G. D, Ahlstrom, D., Li, H. (2010). ‘Institutional Theory and Entrepreneurship: Where are We
Now and Where Do We Need to Move in the Future?’ Entrepreneurship Theory and Practice, Vol. 34,
No. 3, pp. 421-440.
8. Brush, C.G, De Bruin, A., and Welter, F. (2009). ‘A gender-aware framework of women’s
entrepreneurship.’ International Journal of Gender and Entrepreneurship, Vol. 1, No. 1, pp.8-24.
9. Brush, C.G, Carter, N.M, Gatewood, E.J, Greene, P.G, Hart, M.M. (2006). ‘Growth-oriented women
entrepreneurs and their businesses. A global research perspective’. Cheltenham: Edward Elgar
Publishing.
10. Buttner, E. H. H., and Moore, D.P. (1997). ‘Women's Organizational Exodus to Entrepreneurship: Self-
Reported Motivations and Correlates with Success.’ Journal of Small Business Management, Vol. 35,
No. 1, pp. 34-46.
11. Cabrera, E.F. (2009). ‘Protean organizations. Reshaping work and careers to retain female talent’,
Career Development International, Vol. 15, No. 2, pp. 186-201.
12. Carter, N.M., and Allen, R. (1997). ‘Size determinants of women-owned businesses: Choice or barriers
to resources’, Entrepreneurship and Regional Development, Vol. 9, pp. 211–29.
13. Coleman, S., and Kariv, D. (2013). ‘Gender, Performance And Financial Strategy: A Dynamic
Capabilities Perspective.’ Journal of Developmental Entrepreneurship, Vol. 18, No. 3, pp. 1350020-1-
1350020-24.
14. Collins, O. F, and Moore, D.G, 1964, ‘The Enterprising Man’, Michigan State University, East Lansing,
MI.
15. Feller, J., Parhankangas, A, Smeds, A. R, and Jaantinen, M. (2013). ‘How Companies Learn to
Collaborate: Emergence of Improved Inter-Organizational Processes in R&D Alliances.’ Organization
Studies, Vol. 34, No. 313, DOI: 10.1177/0170840612464758. Viewed 24 April 2014.
16. Gonzalez-Alvarez, N. and Solis-Rodriguez, V. (2011). ‘Discovery of entrepreneurial opportunities: a
gender perspective.’ Industrial Management and Data Systems, Vol. 111, No. 5, pp .755-775.
17. Hallward-Driemeier, Mary and Tazeen Hasan, 2012, Empowering Women: Legal Rights and Economic
Opportunities in Africa. African Development Forum series. Washington D.C. WorldBank. DOI:
10.1596/978-0-8213-9533-2. Liscence: Creative Commons Attribution CC BY 3.0 Hallward-Driemeier,
2013.

14
18. Haus, I., Steinmetz, H., Isidor, R., & Kabst, R. (2013). ‘Gender Effects on Entrepreneurial Intention: a
Meta-Analytical Structural Equation Model.’ International Journal of Gender and Entrepreneurship,
pp. 130-156.

19. Jennings J.E., and Brush, C.G. (2013). ‘Research on Women Entrepreneurships: Challenges To (and
From) The Broader Entrepreneurship Literature’, The Academy of Management Annals, Vol. 7, Iss. 1, p.
661-713.
20. Kurowska-Pysz, J. (2014). ‘Shaping of Competencies of Managers in Academic Incubators of
Entrepreneurship in Poland.’ Organizacija, Vol. 47, No. 1, DOI: 10.2478/orga-2014-0005.
21. Kusama, M. and Radianto, W.E.D. (2014). ‘Entrepreneurship Education In Undergraduate Program To
Support The Creation Of Young Women Entrepreneurs. WIDYATAMA INTERNATIONAL
SEMINAR (WIS). [Online]: http://repository.widyatama.ac.id Accessed 28 April 2014.
22. Lang, R., Fink, M., and Kibler, E. (2013). ‘Understanding place-based entrepreneurship in rural Central
Europe: a comparative institutional analysis,’ International Small Business Journal, DOI:
0266242613488614.
23. Linehan, M., Scullion, H. and Walsh, J.S. (2001). ‘Barriers to women's participation in international
management.’ European Business Review, Vol. 13, No. 1, pp. 10-18.
24. Mäkelä, L., Suutari, V. and Mayerhofer, H. (2011). ‘Lives of female expatriates: work-life balance
concerns.’ Gender in Management: An International Journal, Vol. 26, No. 4, pp. 256-274.
25. Marlowa, S. and Swaila, J. (2013). ‘Gender, risk and finance: why can't a woman be more like a man?’
Entrepreneurship & Regional Development An International Journal, Vol. 26, Iss. 1-2, pp 80-96.
26. McClelland, E. and Swail, J. (2005). ‘Following the pathway of female entrepreneurs. A Six Country
Investigation.’ International Journal of Entrepreneurial Behaviour and Research, Vol. 11, No. 2, pp.
84-107.
27. Mertens, D.M. (2010). ‘Philosophy in mixed methods teaching: The transformative paradigm as
illustration.’ International Journal of Multiple Research Approaches, Vol. 4, pp. 9-18.
28. Myers, B. and Pringle, J.K. (2005). ‘Self-initiated foreign experience as accelerated development:
influences of gender’, Journal of World Business, Vol. 40, No. 4, pp. 421-423.
29. Radovic-Markovic, M. (2013). ‘Female Entrepreneurship: Theoretical Approaches.’ Journal of Women
Entrepreneurship, No. 1-2, pp. 1-9
30. Thomas, A.S., and Mueller, S.L. (2000). ‘A Case for Comparative Entrepreneurship: Assessing the
Relevance of Culture.’ Journal of International Business Studies, Vol. 31, No. 2, pp. 287-301
31. Trompenaars, F. (2007). ‘Riding the whirlwind: connecting people and organisations in a culture of
innovation’, Oxford: The Infinite ideas company limited.
32. Trompenaars, F. and Hampden-Turner, C. (2012). ‘Riding the Waves of Culture Understanding
Diversity in Global Business’, 3 Ed., London: Nicholas Brealey Publishing.
33. Saunders, M., Lewis, P. and Thornhill, A. (2007). ‘Research methods for business students.’ 4th ed.
Harlow, UK: Pearson.
34. Smith, A.R. (2013). ‘The relationship of personality to entrepreneurial performance: an examination of
openness to experience facets. A Dissertation Presented for the Doctor of Philosophy Degree. The
University of Tennessee, Knoxville August 2013.
35. Taylor, S. and Napier, N, (2001), ‘An American woman in Turkey: adventures unexpected and
knowledge unplanned’, Human Resource Management, Vol. 40, No. 4, pp. 347-364.
36. Tharmaseelan, N., Inkson, K. and Carr, S.C. (2010). ‘Migration and career success: testing a time-
sequenced model.’ Career Development International, Vol. 15, No. 3, pp. 219-238.
37. Trompenaars, F. and Woolliams, P. (2005). ‘Getting the measure of culture: From values to business
performance.’ Adaptive Options, Vol. 1, Iss. 2, pp. 4-9.
38. Van der Steege, M. and Von Stamm, B. (2014). ‘Women Entrepreneurs: Success Triggers, Dilemmas
and 'Readiness for the Future’. The XXV ISPIM Conference – Innovation for Sustainable Economy &
Society, Dublin, Ireland forthcoming conference on 8-11 June 2014. Publication forthcoming.

15
39. Van de Ven, A.H. (2007). ‘Engaged scholarship: a guide for organizational and social research’.
Oxford: Oxford University Press.
40. Volpe, E.H. and Murphy, W.M. (2011). ‘Married professional women’s career exit: integrating identity
and social networks.’ Gender in Management: An International Journal, Vol. 26, No. 1, pp. 57-83.
41. Vossenberg, S. (2013) ‘Women Entrepreneurship Promotion in Developing Countries: What explains
the gender gap in entrepreneurship and how to close it?’ Maastricht School of Management Working
Paper No. 2013/08, March 2013.
42. Wilken, P.H, (1979), ‘Entrepreneurship: A comparative and historical study’, Norwood, N.J.: Ablex
Publishing Corporation.
43. Woolliams, P. Private communication with Prof Peter Woolliams, Emeritus Professor, Anglian Ruskin
College, Cambridge, UK and partner in THT consulting,
44. Wood, G. (2008). ‘Gender stereotypical attitudes. Past, present and future influences on women’s career
advancement.’ Equal Opportunities International, Vol. 27, No. 7, pp. 613-628.

16
Appendix I Business Dilemmas

TEN GOLDEN BUSINESS DILEMMAS

A dilemma describes a situation whereby one has to choose between two good/desirable options. So a dilemma
describes the tension that is created due to conflicting demands. Example: On the one hand we need to
standardize our systems and procedures to benefit from discipline, order and control as well as economies of
scale, while on the other hand our system needs to be flexible in order to respond to the particular needs of
particular situations.
Please rate the following list of business dilemmas on a scale of 1 to 5.
1 = Not at all a struggle to 5 = Was/is a big struggle to resolve
0= not applicable
On the one hand I need to develop my people, while on the other hand I need to become more cost-conscious
and results-oriented.
On the one hand I need to motivate and reward our people, while on the other hand I need to satisfy our
shareholders / investors / owners.
On the one hand I need to focus on cash flow and working capital, while on the other hand I need to serve the
wider community in a sustainable and responsible way.
On the one hand I need to supply products and services that enhance our reputation in the wider community,
while one the other hand I need to supply products, which our clients and customers specifically want.
On the one hand I need to supply global or standardized products / services, while on the other hand I need to
supply products / services that respond to local tastes and needs.
On the one hand I need to educate customers with new solutions we can offer, while on the other hand I need to
keep the needs of the customer in focus ahead of our own personal preference.
On the one hand I need to retain equal opportunities for all existing staff, while on the other hand I need to
apply some positive discrimination in areas of recruitment.
On the one hand I need to maximise shareholder / partners / owners return from our existing business, while on
the other hand I need to adapt to the future a society evolves.
On the one hand I need to satisfy our clients' / customers' needs at all costs, while on the other hand I need to
satisfy our shareholders / partners / owners.
On the one hand I need to focus on the day-to-day running of the business, while on the other hand I need to
fulfil the "purpose of existence" of the company within society.

17
 Appendix II Personal Dilemmas for Women Entrepreneurs

PERSONAL DILEMMAS
Please rate the following list of personal dilemmas on a scale of 1 to 5.
1 = Not at all a struggle to resolve 5 = Was/is a big struggle to resolve
0 = Not applicable
On the one hand I need to fulfil my passion, while on the other hand I need to nurture family life and
friendships.
On the one hand I need to spend time being involved with family / friends, while on the other hand I need to
have consideration for and involvement with the community.
On the one hand I need to maintain strong relationships that serve the interests of sponsors, while on the other
hand I need to have consideration for the interests of the community.
On the one hand I need to maintain trust and good faith, guaranteeing return on investment, while on the other
hand I need to sustain employee intimacy, loyalty and commitment.
On the one hand I need to steer the ongoing development of my own creation, while on the other hand I need to
entrust employees with the day-to-day running, delegating execution and innovation.
On the one hand I need to take care of the well-being of family / friends, while on the other hand I need to care
about the needs and concerns of employees.
On the one hand I need to ensure capital returns, while on the other hand I need to provide for family and
friends.
On the one hand I need to sustain self, energy, health and well being, while on the other hand I need to play an
active role in the community.
On the one hand I need to deliver meaningful rewarding work, while on the other hand I need to expand and
scale up the business.
On the one hand I need to use the best resources available in the community, while on the other hand I need to
develop employees to be their best.

18

View publication stats