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This paper empirically examines whether the cultural environment plays a role in entrepreneurial decisions in Europe, the United States, Canada and Australia.

To explore this issue, we use data from the Adult Population Survey of 2010–2015 provided by the Global Entrepreneurship Monitor (GEM). To calculate the cultural factor, we utilize additional information from the GEM National Expert Survey data and estimate a probit model to measure the effect of culture based on an unobserved latent variable of satisfaction, measured through a dichotomous variable identifying entrepreneurs.

Results show a positive and statistically significant relationship between the cultural factor and the individual choice of entrepreneurial activity. Our findings are subjected to a range of robustness checks. We extend this analysis to an examination of cultural values as predictors of entrepreneurship status in collectivist and individualist countries. Our results point to collectivist and individualist roles as being among the mechanisms through which the cultural environment may operate.

This is the first empirical work that clusters a wide range of variables provided by the GEM NES data to obtain a cultural indicator, and then applies this indicator to the GEM APS micro-data. Policy-makers should consider these results in order to promote entrepreneurship through culture in collectivist and Mediterranean countries, but use other channels in individualist and Anglo-Saxon countries.

The purpose of this paper is to analyze the time-allocation decisions of individuals who work from home (i.e. teleworkers), and compare them with their commuter counterparts.

Using data from the American Time Use Survey for the years 2003–2015, the authors analyze the time spent working, and the timing of work, of both commuters and teleworkers.

Results show that teleworkers devote 40 percent less time to market work activities than do commuters, and less than 60 percent of teleworkers work at “regular hours,” vs around 80 percent of their commuter counterparts. Using information from the Well-being Module for the years 2012 and 2013, the authors find that male teleworkers experience lower levels of negative feelings while working than do commuters.

This paper addresses the timing of work of workers working from home; and the instant well-being experienced, exploiting information at diary level.

Family businesses (FBs) have a high rate of extinction through generations; hence, it is crucial for their owners to give succession planning top priority. In light of this, the study aims to determine the key factors that significantly influence effective succession.

This study illuminates the crucial factors of effective succession among Palestinian FBs (PFBs) by relying on the relay race model. A self-administered questionnaire used to gather the data; partial least squares structural equation modeling was used to analyze the data obtained from 282 participants based on the two-step approach to evaluate structural equation models. In the first analysis stage, measurement items’ validity and reliability were tested. Convergent and discriminant validity tests for the measurement (outer) model were performed. The square root of average variance extracted (AVE) and the correlation between latent constructs were compared to evaluate the discriminant validity. The structural (inner) model and hypotheses were tested in the second analysis stage. The research model’s hypotheses relations were predicted using the coefficient of determination (R²).

As they draw attention from existing and future founders and incumbents of FBs that successfully complete a succession process within the Palestinian setting, the findings offer a deeper understanding of the primary familial succession factors. Where it is important to place a focus, among other things, on familial bonding and trust placed in the next generation, as well as on next generation’s credentials and capabilities, financial and operational performance of FBs, next generations desire to join the business beside the job satisfaction and the financial returns they will earn. Additionally, findings show that the size of the FB and generation, as well as the incumbent’s age and education, have positive impact on the incumbents’ willingness to step down.

The value of this study comes from the following: first, to the best of the authors’ knowledge, it is the first that conduct a quantitative analysis on succession factors, the thing that adds value to the PFBs literature. Second, this study adheres to its own willingness scale, as it aims to analyze other success factors that PFBs are not fully aware of, particularly, family bonding and trust, the qualifications and capabilities of the next generation, plus financial and operational performance of the FB.