... Home-based business are also said to have lower growth ambitions than other firms and are likely to have few or no employees (Thompson et al. 2009; Newbery & Bosworth 2010). There is much assertion throughout the limited literature that motivations for starting home-based bsuinesses are based on the flexibility they afford in terms of work-life balance (Baines & Gelder 2003; Thompson et al. 2009), including balancing work and domestic commitments, often cited as particularly suited to working mothers (Loscocco & Smith-Hunter 2004; Ekinsmyth 2011). Alternatively, Soldressen et al. (1998) and Newbery and Bosworth (2010) argue that low barriers to entry in terms of costs and resources are key motivators for home-based business. ...
... Knowledge-workers use the home as their work location (McDermott, 2005), despite it being often dismissed as limiting network and growth potential (Mason, 2010), with perceived gender links (Mirchandani, 1998(Mirchandani, , 1999), even for 'high-tech' ventures (Wynarczyk and Graham, 2013). Despite a dearth of empirical studies, and regular calls for theoretical develop- ments around this phenomenon (e.g., Loscocco and Smith-Hunter, 2004;Mason et al., 2011;Thompson et al., 2009;Walker and Webster, 2004), home-based, self-employed workers are absent from 'most existing research and theory-building' (Reuschke, 2015, p. 6). We fill this gap by analysing home-based, knowledge-workers' virtual, mental and career mobility; those physical/corporeal restrictions counter-balancing their remote, online home-working autonomy (Fraser and Gold, 2001;Koehne et al., 2012); and the tensions overlooked by extant paradox theorizing ( Smith and Lewis, 2011). ...
... Consistent with Brekke (2015) and Isaksen (2015), in the immediate aftermaths of conflict, the triple helix of chaos, unpredictable destruction of factor endowments and physical immobility does make the penurious environment even more resource-poor, diminishing the capabilities to engage in non-necessity-based economic activities and confining entrepreneurial individuals to path-continuation. Factors that were traditionally considered entrepreneurship enablers, such as education ( Thompson et al., 2009Thompson et al., , 2010), offer minimal additional advantage. However, contrary to our expectations, as entrepreneurial individuals immersed themselves into the new order, they recognised new entrepreneurial opportunities through renewing and creating new paths by efficiently reconfiguring the meagre resources towards new purposes. ...
... In addition, flexibility is presented as a source of conflict that impedes growth ( Shelton 2006) that may even leads women not to pursue self-employment ( Greene et al. 2013). The quest for flexibility also means that women attach less value to business expansion ( Cliff 1998;Noseleit 2014), spend less time on their ventures ( Longstreth et al. 1987) and are pushed into working part-time from home ( Thompson et al. 2009). Although some studies contest the notion that the relationship between work and family must be a source of conflict ( Powell 2012, Özcan 2011;Marlow 1997), the implication persists that this is a "women's issue". ...

... Home-based business are also said to have lower growth ambitions than other firms and are likely to have few or no employees (Thompson et al. 2009; Newbery & Bosworth 2010). There is much assertion throughout the limited literature that motivations for starting home-based bsuinesses are based on the flexibility they afford in terms of work-life balance (Baines & Gelder 2003; Thompson et al. 2009), including balancing work and domestic commitments, often cited as particularly suited to working mothers (Loscocco & Smith-Hunter 2004; Ekinsmyth 2011). Alternatively, Soldressen et al. (1998) and Newbery and Bosworth (2010) argue that low barriers to entry in terms of costs and resources are key motivators for home-based business. ...
... In developing countries, commercialized handicraft production is classified as a traditional skill-based activities of a primary producer (artisan) like hand weaving, hand knitting, wood carving or ceramics painting that produce a pretty trinket hand-made items for products in the categories of gifts, house-ware items, home furnishings and fashion goods, that reach the local and foreign market through a number of intermediaries [8]. Previous studies of the factors relating to the management of a small enterprise, whether it is formal or informal production [9] [10], home-based or non-home based [11], or on a part-time or full-time status [12] contend that person's disposition (personality traits) and other external factors in person's surroundings (e.g supportive upbringing, financial situation, family and friends, networking, government support) might have an impact on their performance. So far, it is often assumed that higher performing enterprises are more likely to be operated from formal dedicated premises, with full-time employees, well-planned marketing activities and accounting tasks, whereas part-time and home-based businesses are likely to be smaller in scale, less formally managed and achieving lower revenues [11]. ...

... Similar reports are found else- where: Stoner et al (1990) and Thompson et al (2009), for example, both focus exclusively on female-owned HBBs and find that the flexibility and autonomy associated with HBB ownership positively affects WLB. Control over time, and in some cases including reduced working hours, were other benefits identified by Thompson et al (2009). Alternatively, other research reports that HBBs are not a solution to WLB issues. ...
Las mujeres y el emprendedurismo desde casaInforme del Reino Unido Piers Thompson Instituto de la Universidad de Gales, Cardiff, RU Dylan Jones-Evans Universidad de Gales, RU Caleb Kwong Universidad de Essex, RU Para las mujeres, el hecho de dirigir su propia empresa desde casa puede ofrecer la flexibilidad para afrontar sus responsabilidades familiares y trabajar por cuenta propia, aunque potencialmente a costa del desempeño y crecimiento de la empresa. Este informe de investigación, basado en los datos de la encuesta del Monitor de Emprendedurismo Global para el Reino Unido, examina las características de las mujeres que trabajan por cuenta propia desde casa. Los resultados indican que gran parte de las mujeres con bajos niveles de recursos empresariales son más propensas a dirigir sus empresas desde casa, sugiriendo que esta decisión es determinada por las circunstancias. La investigación también descubrió que estas empresas suelen trabajar en horario de jornada reducida, contribuyendo, por tanto, a su marginalidad.
Another idea someone could do from home is to start a service or write a software program that scours local ad listings (like craigslist) for a particular used item a person wants to buy. They have services like this for new items, but not used. I know others like me who are keeping their eye out for something used (like a canopy king bed!) but don’t have the time or inclination to search for it every day.
A GEM (Global Entrepreneurship Monitor) a GERA (Global Entrepreneurship Research Association) konzorcium kutatási projektje. A projekt résztvevői a bostoni székhelyű Babson College, a London Business School és az egyes országok kutatási csoportjai, amelyek száma az alapítás óta folyamatosan nőtt. A konzorcium 1997-ben jött létre abból a célból, hogy a kutatásban résztvevő országok lakónak ... [Show full abstract]View full-text
... As the present study results showed, most of participants (75 per cent of the women interviewed) aspired a higher growth level for their HBBs and had a strong motivation for expanding their businesses. This is consistent with the studies ofBreen (2010), Wynarczyk and Graham (2013) and Clark and Douglas (2014) that recognize women-owned HBBs as completely dedicated, ambitious and expanding and is contrary to the study ofThompson et al. (2009)that considers women-owned HBBs weak and with very limited motivation. Negative stereotypes about women in Iran which are usually fused with biased attitudes and behaviors, affect the attitude of women toward themselves and act as a mental barrier that stifles women's ambition and risk-taking propensity. ...

Your social media strategy is more than just a Facebook profile or Twitter feed. When executed correctly, social media is a powerful customer engagement engine and web traffic driver. It’s easy to get sucked into the hype and create profiles on every single social site. This is the wrong approach. What you should do instead is to focus on a few key channels where your brand is most likely to reach key customers and prospects. This post will teach you how to make that judgment call. Get Started
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