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The purpose of this paper is to investigate what sort of people become social entrepreneurs, and in what way they differ from business entrepreneurs. More importantly, to investigate in what socio‐economic context entrepreneurial individuals are more likely to become social than business entrepreneurs. These questions are important for policy because there has been a shift from direct to indirect delivery of many public services in the UK, requiring a professional approach to social enterprise.

Evidence is presented from the Global Entrepreneurship Monitor (GEM) UK survey based upon a representative sample of around 21,000 adults aged between 16 and 64 years interviewed in 2009. The authors use logistic multivariate regression techniques to identify differences between business and social entrepreneurs in demographic characteristics, effort, aspiration, use of resources, industry choice, deprivation, and organisational structure.

The results show that the odds of an early‐stage entrepreneur being a social rather than a business entrepreneur are reduced if they are from an ethnic minority, if they work ten hours or more per week on the venture, and if they have a family business background; while they are increased if they have higher levels of education and if they are a settled in‐migrant to their area. While women social entrepreneurs are more likely than business entrepreneurs to be women, this is due to gender‐based differences in time commitment to the venture. In addition, the more deprived the community they live in, the more likely women entrepreneurs are to be social than business entrepreneurs. However, this does not hold in the most deprived areas where we argue civic society is weakest and therefore not conducive to support any form of entrepreneurial endeavour based on community engagement.

The paper's findings suggest that women may be motivated to become social entrepreneurs by a desire to improve the socio‐economic environment of the community in which they live and see social enterprise creation as an appropriate vehicle with which to address local problems.

The purpose of this paper is to understand how gender affects the number and innovativeness of business opportunities identified by future entrepreneurs in Mexico.

Comparing social feminist theory and human capital theory, this study examines the effect that human capital has on opportunity identification among men and women in Mexico. The authors specifically examine the role of specific and general human capital in the opportunity identification process. A survey instrument was applied to 174 MBA students at a university in Northeastern Mexico.

This study shows the significant effect of specific human capital: people with greater prior knowledge of customer needs or problems tended to identify more opportunities; however, the probability of identifying opportunities with innovation increased when individuals had been exposed to different industries through prior work and entrepreneurial experience. Gender differences were not significant for either the number of opportunities identified or the innovativeness of such opportunities.

This study provides evidence of the effect that human capital and gender have on opportunity identification in Mexico and provides an explanation within a context that has not been studied previously.

Marketing strategies can be used to leverage business in the service sector, specifically in veterinary medicine; among other benefits, it can make a difference in satisfaction and consequent customer loyalty. Marketing should be used with ethics and professionalism due is one administration area that contributes to effective management in the continuous pursuit of quality in the provision of services and demonstrate that veterinary clinics have much to gain if managed with support of marketing strategies. This paper aims to analyze the applicability of marketing strategies in the management of small animal clinics, such as guidelines to the entrepreneurs of this services sector.

Marketing literature is plentiful in proposing alternative strategies, whether focused on the achievement and loyalty of customers, whether to raise the competitiveness of an organization or simply to its survival in the market. In this study, some marketing strategies were selected, on secondary data research, in theoretical framework, to investigate their application in the practice of veterinary medicine. This study emphasizes promotional strategy toward communication with the market and construction of organizational image, using public relations as marketing strategy.

The use of marketing strategies is recommended in the management of small animal clinical practice, especially with respect to the high customer satisfaction by streamlining the procedures and optimizing veterinary services provision.

This study is different because it proposes an integrated system of management techniques in veterinary organizations, which will lead to better efficiency of attendance, adding value to the service provided and generating greater profitability for the organization, which positively reflects on the economic point of view and for the image of the company and its professionals, providing a better quality of life for both clients and their pets.

This editorial aims to investigate the interface between gendered processes and family business by exploring the extent to which gendered processes are reinforced (or not) in family business operations and dynamics. This approach will complement the agency and resource-based view theoretical bases that dominate family business research (Chrisman et al., 2009) and further contribute to extending gender theories.

Acknowledging that gender is socially constructed, this editorial discusses the interface between gendered processes and family business within entrepreneurship research.

Despite a growing interest in gender and family business, there is limited literature that explores gender theory within family business research. A gender theory approach embracing family business research contributes to a needed theoretical deconstruction of existing perspectives on the operations, sustainability and succession of family businesses in the twenty-first century.

This editorial makes a contribution to extant scholarship by extending gender theories through an exploration of the gendered processes in family business research.

This study aims to examine the relationship between social influence and consumers’ self-expression through brands. It considers susceptibility to interpersonal influence and social network influence on self-expressive brands and brand tribalism. The study examines whether self-expressive brands and brand tribalism influence brand loyalty and word of mouth (WOM).

A cross-sectional online survey was carried out with members of Generation Y in Ireland. Data from 675 complete responses were analysed using SPSS 20 and AMOS 20. A structural model tested nine hypothesised relationships.

Findings indicate that both online social network influence and susceptibility to interpersonal influence are antecedents of tribalism and self-expressive brands. Consumers of self-expressive brands are loyal and offer positive WOM. By contrast, those who seek tribal membership have less brand loyalty and offer less WOM than other consumers. Findings suggest that consumers may be loyal to tribes, rather than to brands. This informs our understanding of the role of tribes for consumers and brand outcomes.

This study is limited to Generation Y consumers within Ireland.

This is the first study to explore the effect of consumers’ perceptions about online social network influence on brand tribalism. In addition, their views about the influence of the social network on self-expressive brand consumption, and brand outcomes, are identified. This paper highlights consumers’ susceptibility to interpersonal influence on their brand choices and brand tribalism. In addition, it is shown that brand loyalty and WOM are not always a consequence of tribal membership. By contrast, self-expressive brand consumption enhances brand WOM and brand loyalty.