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Despite growing interest in the difficulties encountered by ethnic entrepreneurs, very little research has yet been done on the subject. This article attempts to fill the gap. A total of 715 Chinese, Italian, Indian/Sikh, Jewish, and Vietnamese entrepreneurs from Montreal, Toronto, and Vancouver were surveyed for the research. The results show that ethnic businesses tend to face the same problems as other businesses, which consequently does not appear to justify the development of support programs specifically for ethnic entrepreneurs. However, this study of established businesses does not consider failed or nascent businesses, which may have experienced additional problems. Further research is required to examine these issues. Also, given the unique social and business dynamics that exist within the ethnic communities studied, support programs should be directed through the networks of these communities.

To identify the influence of ethnicity and ethnic social capital on entrepreneurial practices such as the co‐direction of a firm, and more particularly on aspects of venture creation, management, and business development.

The research was based on a field survey carried out in the cities of Montreal, Toronto, and Vancouver. The authors study the entrepreneurs who had partners in their firms. The sampling technique, known as “snowball sampling,” did not concentrate specifically on firms with co‐leadership structures, but targeted all entrepreneurs in the ethnic groups concerned; the interviewers asked respondents to identify other potential candidates in the same ethnic group. The participation rate was not measured systematically.

Co‐leadership, while fairly common and having a clear impact among Italian entrepreneurs, is not necessarily as popular in the other groups. Cultural features may have an influence here, and the structuring effects of the entrepreneur's social capital are certainly a factor. The findings helped build an emergent conceptual model to show the place of co‐leadership in the creation and development of social capital used in the management of ethnic firms.

Public policy makers must take into account that trust and reciprocity will have an impact on the style of partnership selected. Other qualitative and quantitative data are needed to help understand the various factors and impacts of co‐leadership. Also, examination of the individual and joint inputs and outputs of the partners is an important and timely area of study.

This may have implications in designing public programs to help ethnic entrepreneurs.

This is one of the first studies to examine co‐leadership in the context of ethnic entrepreneurship. With the importance of immigration, this is crucial to understand how to help the success of ethnic businesses and therefore the integration of immigrants in our societies.

The purpose is to explore experiences transitioning home from acute hospital care from perspectives of younger traumatic brain injury (TBI) patients, family caregivers and healthcare providers (HCPs).

The authors conducted 54 qualitative interviews (N = 36: 12 patients, 8 caregivers, 16 HCPs) and analyzed data using conventional content analysis.

The transition from hospital to home was described as a negotiation, finding a way through these obstacles: (1) preparing for discharge home during acute hospital care; (2) navigating transitions in healthcare and health; (3) addressing recovery concerns, and (4) setting goals to return to normal. Factors influencing the negotiation process included social support, health-related knowledge or training, coping mechanisms, financial stability, and home environment stability.

Younger TBI patients and caregivers have unique needs during the transition home from the hospital. Needed support from HCPs was inconsistently provided. Findings are foundational for integrated care research and practice with TBI.

Aarhus Kommunes Biblioteker (Teknisk Bibliotek), Ingerslevs Plads 7, Aarhus, Denmark. Representative: V. NEDERGAARD PEDERSEN (Librarian).