Dr. Llanos-Contreras, Orlando

Although the number of women entrepreneurs has increased in recent years, it is still lower than that of men. In addition, although the sports sector has been characterized by its growth in recent years and contributes to the GDP of the countries by generating employment, the role that this has within female entrepreneurship has never been analysed. Therefore, the objective of this study is to know the combinations of conditions (female employment in sports, government support, financing for entrepreneurs, perception of entrepreneurial opportunities and capacities, glass ceiling index and masculine values in society) that generate high levels of female entrepreneurship in the countries of the European Union, as these values are closer to the male TEA (Total Early-Stage Entrepreneurial Activity). A total of 13 European countries were analysed using the fsQCA methodology. The results show that, for high levels of female TEA, the main combination is high levels of government support*high levels of glass ceiling index*low levels of masculinity*low levels of opportunities perception and high levels of female employment in sport, explaining 45% of the cases. The results present a series of implications for improving female entrepreneurship in the European Union countries.

Given the importance of social capital in organizations, this research answers the question of how socioemotional wealth importance (SEWi), family human capital and family social capital influence organizational social capital in small family firms. Based on a sample of 334 small family businesses from the Biobío Region in Chile, a partial least squares structural equation modeling analysis (PLS-SEM) was performed. The results do not provide support for the predicted direct influence of family social capital on organizational social capital, but they support an indirect influence through SEWi and family human capital, both of which have a direct and positive influence on family firms’ organizational social capital. This means that SEWi and family human capital play a central role in generating organizational social capital in small family firms. It also suggests that both ability and willingness of family businesses play a role in allowing these firms to successfully transfer social capital from the family to the business system.