Work–family interface of women entrepreneurs: evidence from India

Abstract

Purpose

The present study aims to examine work–family interface and explore its relationship with some key psycho-social variables amongst women entrepreneurs in the urban Indian context.

Design/methodology/approach

This paper has adopted a quantitative design, whereby data collected using a questionnaire from 164 women entrepreneurs was analysed using hierarchical regression.

Findings

Findings indicate that core self-evaluations, role involvement and social support worked in tandem towards diminishing conflict and driving enrichment. The role of family support and family involvement in enabling family-to-work enrichment suggests that work–family synergies could work to the unique advantage of women entrepreneurs. Work involvement was also seen to be related positively with work-to-family enrichment and negatively with family-to-work conflict.

Research limitations/implications

The linkages between key psycho-social factors and work–family interface need to be studied on larger and varied samples, using alternative scales, for greater generalizability of results. Longitudinal research could also bring out valuable insights related to the effect of life cycle stages and other family characteristics on work–family interface.

Practical implications

Work–family interface should be regarded as a fundamental business imperative with crucial implications for the venture. Self-development training and counselling in Entrepreneurship Development Programmes for women can shield them from conflict and its negative consequences while incorporating key behaviours to foster enrichment instead.

Originality/value

The present study is the first empirical research to examine work–family enrichment and its relationship with core self-evaluations, role involvement and social support for women entrepreneurs in the Indian context.

Citation

Sehgal, A. and Khandelwal, P. (2020), "Work–family interface of women entrepreneurs: evidence from India", South Asian Journal of Business Studies, Vol. 9 No. 3, pp. 411-428. https://doi.org/10.1108/SAJBS-11-2019-0213