This paper aims to critically reflect upon the qualitative research strategy adopted by an outsider investigating business practices between first and second-generation South…
Abstract
Purpose
This paper aims to critically reflect upon the qualitative research strategy adopted by an outsider investigating business practices between first and second-generation South Asian entrepreneurs. The paper presents, explains and justifies the methodological design and outsider strategy used to help overcome a number of operational research issues. In addition, for those considering the use of qualitative methodology for similar research, practical advice is offered to researchers whom do not share the same ethnicity as the informants under investigation.
Design/methodology/approach
To implement an outsider strategy, the methodological design draws its theoretical underpinning via a phenomenological paradigm. Issues appertaining to sample design, negotiating access, adopted research instruments are examined, and their uses to overcome potential operational issues justified.
Findings
The complexities, difficulties and successes of an outsider looking in are highlighted. Evident is the impact of personal and structural power relations between researcher and interviewee, as well as potential research problems as a result thereof. The paper stresses the need to ensure the preservation of researcher integrity, credibility and confidentiality, as he/she will encounter situations wherein he/she will be tested to the fullest.
Research limitations/implications
The research environment within the Greater London area where the respondents are located may not be as generalisable when compared with other parts of the UK and ethnic entrepreneurs therein.
Originality/value
The paper presents an evaluation of a qualitative research strategy used by an outsider to gain an inside view of ethnic entrepreneurship.
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This paper, which is part of a larger study, aims to discuss from an ethno-cultural perspective, the notion of self-identification and difference pertaining to first and…
Abstract
Purpose
This paper, which is part of a larger study, aims to discuss from an ethno-cultural perspective, the notion of self-identification and difference pertaining to first and second-generation South Asian male entrepreneurs. In essence, previous studies have not explored this dimension to any sufficient depth. Therefore, evidence is unclear as to how ethno-culture has informed entrepreneurial identity and difference.
Design/methodology/approach
Adopting a phenomenological research paradigm, 42 semi-structured interviews were conducted with first- and second-generation Sikh and Pakistani Muslim male entrepreneurs in Greater London. A typology of second-generation entrepreneurs is developed and a research agenda proposed.
Findings
First-generation respondents regard the UK as home and do not suffer from shifts in identity. These particular respondents identify themselves as Sikh or Pakistani Muslim or a Businessman. However, the second-generation identify themselves via three distinct labels. Here respondents stress their ethnicity by using Hyphenated British identities or hide their ethnicity behind the term a Normal Businessman, or appear opportunists by using ethnicity as a resource to espouse a true entrepreneurial identity.
Research limitations/implications
The research environment within the Greater London area where the respondents are located may not be as generalisable when compared with other parts of the UK.
Originality/value
This paper offers a unique insight into self-prescribed identity and difference noted among London’s ethnic entrepreneurs.
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Keywords
There has been no shortage of challenges to that most fundamental of all neo‐classical assumptions according to which people always act so as to maximise their utility. The most…
Abstract
There has been no shortage of challenges to that most fundamental of all neo‐classical assumptions according to which people always act so as to maximise their utility. The most frequently heard objection has centred on the observation that acts of altruism are all around us. This incontestable fact has not led to a rejection of the self‐interest assumption but has instead resulted in the incorporation of altruistic actions into the standard utility function. While there may be legitimate doubts about the process of converting a positive statement into a tautology, this tautological sense of utility maximisation will be retained throughout this essay. Following Houthakker, in all that ensues it will be assumed that “preference is related to choice as the possible to the actual. A person prefers a to b if, when confronted with a choice between a and b, he chooses a”(l).
The aim of this paper is to highlight differences and similarities in human resource management (HRM) practices between first‐ and second‐generation South Asian entrepreneurs and…
Abstract
Purpose
The aim of this paper is to highlight differences and similarities in human resource management (HRM) practices between first‐ and second‐generation South Asian entrepreneurs and the extent to which such practices support an integrated HRM system.
Design/methodology/approach
The paper draws its theoretical underpinning via five “generic HRM functions” and practices, i.e. selection, appraisals, reward, development, and strategy. To help understand the application of such practices from an ethnic dimension, 42 semi‐structured interviews were carried out with two ethnic groups. The two groups chosen were first‐ and second‐generation Sikh and Pakistani Muslim entrepreneurs from micro and small businesses situated within the Greater London area. In addition, nine businesses across both ethnic groups were selected to complete the multiple (comparative) case‐study stage of the research. Investigation was conducted within the phenomenological paradigm.
Findings
The paper notes that differences and similarities between the two generations are based more on sectoral location and type of business with minor instances of cultural and generational nuances. With regard to the development of an integrated HRM system, the evidence suggests that time, cost and expertise are considered constraining factors and, as such, respondents adopt an informal ad hoc approach. Interestingly, although this informality is common within the business, respondents are in fact leaving themselves exposed to breaches of employment law.
Practical implications
The paper supports the literature, whereby training and advice for EMBs that emphasise formal procedures may be counterproductive. Instead, direction should be given to ensure that HRM practices stress accountability, control and connectedness, help to reduce any perceived risk of litigation, and ensure that statutory requirements are met.
Originality/value
The paper offers unique insight into an unknown entity, namely HRM issues within ethnic small businesses.
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The purpose of this paper is to investigate differences/similarities in business practices of second‐generation South Asian entrepreneurs within family‐owned firms, in comparison…
Abstract
Purpose
The purpose of this paper is to investigate differences/similarities in business practices of second‐generation South Asian entrepreneurs within family‐owned firms, in comparison to their second‐generation counterparts managing and running their own business.
Design/methodology/approach
The paper draws its theoretical underpinning via a number of concepts relevant to the South Asian business experience. To understand this, investigation was conducted within a phenomenological paradigm. In total, 48 semi‐structured interviews were carried out with three South Asian groups. Namely, first‐ and second‐ generation Sikh, Hindu and Pakistani Muslim entrepreneurs from both family and non‐family owned micro‐small businesses situated within the Greater London area. In addition, nine businesses from all three ethnic groups were selected to complete the multiple (comparative) case‐study stage of the research.
Findings
Similarities and differences between second‐generation entrepreneurs within family and non‐family businesses (NFBs) are evident. For instance, a majority of the respondents (from family and non‐family businesses) considered entrepreneurship as something to embrace, and not as a means of economic survival. A minority of the respondents within FBs were pushed into entrepreneurship, as such, this has had an impact on the father‐son relationship in a negative way. Second‐generation respondents from FBs, in comparison to their counterparts within NFBs, were more likely to have decision‐making pertaining to the business impeded by the father. Furthermore, respondents from FBs were moving back into the said business, whereas, respondents from NFBs were developing businesses more akin to their prior employment experience.
Practical implications
The paper offers insights into the behaviour and business practices of second‐generation South Asian entrepreneurs from family and non‐family, so adding a further dimension to our understanding of this particular group.
Originality/value
The paper will be of value to policy makers, practitioners and researchers alike, is it sheds light on motives, prior experience and class resources the second‐generation bring to entrepreneurship.
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The present research builds on three complementary theories to explore how social influence processes in interaction bring about opinion and sentiment change: expectation states…
Abstract
Purpose
The present research builds on three complementary theories to explore how social influence processes in interaction bring about opinion and sentiment change: expectation states theory, affect control theory, and social influence network theory.
Methodology/approach
An experimental study is used to test intersections between the theories and assess how performance expectations, affective impressions of group members, and emergent perceptions of their influence work together to generate opinion and sentiment change.
Findings
Respondent opinions shifted in the direction of group leaders’ opinions, regardless of behavioral interchange patterns. Opinion change was greater when a third group member shared the leader’s opinion. Change in affective impressions was shaped by the group leader’s opinion, the assertiveness of their behavior, and the support of a third group member. The perceived influence composition of the group predicted opinion and sentiment change, above and beyond the effects of conditional manipulations. Features of the group interaction led to inferences about status characteristics that reinforced the influence order of the group.
Research implications
The chapter tests hypotheses from earlier work and explores status signals not yet tested as predictors of opinion change – behavioral interchange patterns and the degree of support for one’s ideas. In addition, it examines inferences about status characteristics following the group discussion, and influence effects on the prevailing definition of the situation.
Originality/value
This chapter contributes to recent integrative work that explores the relationship between performance expectations, affective impressions, and social influence. Synergistic processes forwarded by earlier research are tested, along with several newly proposed linkages.