Challenges Faced by Muslim Women Entrepreneurs: The Malaysian Context

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3rd INTERNATIONAL CONFERENCE ON BUSINESS AND

ECONOMIC RESEARCH ( 3rd ICBER 2012 ) PROCEEDING

12 - 13 MARCH 2012. GOLDEN FLOWER HOTEL, BANDUNG, INDONESIA
ISBN: 978-967-5705-05-2. WEBSITE: www.internationalconference.com.my

CHALLENGES FACED BY MUSLIM WOMEN ENTREPRENEURS:
THE MALAYSIAN CONTEXT

Cordelia Mason & Marhaini Ibrahim
Universiti Kuala Lumpur Business School
cordelia@bis.unikl.edu.my, marhaini@bis.unikl.edu.my

ABSTRACT

What problems do women entrepreneurs, especially Muslim women entrepreneurs face in Malaysia?
To answer this question, this paper seeks to determine the challenges faced by Muslim women
entrepreneurs in Malaysia through a primary research. The research is prompted by the need to
suggest possible solutions on how to alleviate the burden of these women in order to enhance their
entrepreneurial growth. Data is obtained using a survey questionnaire and telephone interviews. The
analysis of the data is carried out to identify the emerging challenges faced by women entrepreneurs
in Malaysia. This study attempts to delve into the minds of Malaysian women entrepreneurs and see
how they view challenges they face in running their businesses which elements in the ecosystem of
their business ventures do they view as most challenging. It is hoped that through the narrations of
the findings, the voices of Malaysian women entrepreneurs would be more audible and its frequency
could act as a catalyst for all stakeholders to address these pressing challenges. Instead of merely
listing and ranking the responses, the voices are coded based on the PESTLE acronym.
Keywords: Women Entrepreneurship; challenges; PESTLE Analysis

INTRODUCTION

The Malaysian Government strongly recognises the contribution of entrepreneurship to the Malaysian
economy and has put in place various policies and support systems to enhance its growth. The whole
Malaysian populace is encouraged to pursue entrepreneurial ventures , be they male or female. In the
10 Malaysian Plan, the plan for entrepreneur development has shifted from focusing on basic training
and supporting small scale establishments, particularly to promote self-employment amongst
disadvantaged groups and the unemployed to (1) strengthening and expanding entrepreneurship
programmes for bottom 40% households regardless of ethnicity with targeted programmes for special
needs groups; (2) placing greater emphasis on scaling up and promoting innovation-intensive
businesses to grow Bumiputera Commercial and Industrial Community (BCIC); and (3) developing
new approach of BCIC by segmenting Bumiputera companies by their business stages (source:
10MP). In the third focus, Bumiputera entrepreneurs will be categorised into micro and small
enterprises, development and growth stage, and listed and mature stage companies. This
differentiation has implication with regards to funding, support services and implementation agencies.
As Muslims make up about a quarter of the worlds population and half of them are women (World
Bank Report 2009), Dr. Zeti Akhtar Aziz, Governor of the Central Bank of Malaysia stresses the
importance of womens contribution to the economy as they represent a significant human resource
potential that can rise to leadership position. The active participation of Malaysian Muslim women in
the economic sector has seen the significant rise in the number of women leaders in both public and
private economic set-ups.
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Literature survey on women entrepreneurs divulged a range of achievements, issues and concerns.
Weeks and Seiler (2001) study on women entrepreneurs in Latin America established that women
entrepreneurs play an increasingly important role in promoting growth and development; that the
entrepreneurial skills potential of women is significant especially in the small and medium
enterprises. What problems do women entrepreneurs, especially Muslim women entrepreneurs. face
in Malaysia? As earlier mentioned in the abstract and repeated here, this paper seeks to determine the
challenges faced by Muslim women entrepreneurs in Malaysia through a primary research. The
research is prompted by the need to suggest possible solutions on how to alleviate the burden of these
women in order to enhance their entrepreneurial growth. Data is obtained using a survey questionnaire
and in-depth interviews. The analysis of the data is carried out to identify the emerging challenges
faced by women entrepreneurs in Malaysia. This study attempts to delve into the minds of Malaysian
women entrepreneurs and see how they view challenges they face in running their businesses which
elements in the ecosystem of their business ventures do they view as most challenging. It is hoped that
through the narrations of the findings, the voices of Malaysian women entrepreneurs would be more
audible and its frequency could act as a catalyst for all stakeholders to address these pressing
challenges. Instead of merely listing and ranking the responses, the voices are coded based on the
PESTLE acronym.
RESEARCH ON WOMEN ENTREPRENEURSHIP LITERATURE
Various studies have been undertaken on the topic of entrepreneurship and one popular research topic
is female entrepreneurship such as studies on factors influencing the performance of women
entrepreneurs in Malaysia (Teoh and Chong, 2007); and a much earlier one on need to increase
women entrepreneurs participation (Maimunah, 1996).
In a global economy plagued by myriad perennial problems, entrepreneurs, both men and women,
faced various uphill tasks and challenges. Minnitis (2003) report on women in entrepreneurship
reveals that women are 50 percent less likely to become entrepreneurs compared to men, have smaller
amount of start-up capital, smaller proportion of equities, have smaller businesses, and slower
company growth compared to men. The Organisation for Economic Co-operation and Development
(OECD) study in the year 2005 on the issues and policies on womens entrepreneurship in Turkey
identified obstacles faced by women entrepreneurs as lack of role models, type of education, weak
social position as well as lack of access to time and financing.
Kumar (2006) identified 12 major problems faced by women entrepreneurs in India which include
gender bias, scepticism of womens entrepreneurial abilities, inadequate funding, conflicting roles,
low access to knowledge, etc. In Nigeria, Okafor and Mordi (2010) noted that inequality and sexism
are the major challenges faced by women entrepreneurs. In Sri Lanka, Ayadurai (2004) established
that lack of funds is the number one constraint faced by women in war-torn areas.
METHODOLOGY
This study was carried out using the mixed method. Firstly a simple survey where the respondents
were asked to answer two questions was distributed to the members of a Malaysian women
entrepreneur association. The questionnaire were emailed through the organisations president who
then forwarded it to their members through their social network. Only 31 of the over 200 members
responded. After the responses have been categorised, the researchers called the respondents over the
phone to make further clarifications.
The first question requires them to list ten major challenges they face in their business. Then they are
requested to choose the three most difficult challenges out of the ten they had listed earlier. The
demographic data includes name(optional), years in business, type of business and number of
employees.
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Where applicable, the responses were coded using the PESTLE categories whereby P stands for
political, E stands for economics, S stands for social. T stands for technology, L stands for legal
and E stand for environment. Although PESTLE analysis is normally used to analyse the macro-
environment when undertaking strategic analysis (OUP,2007), in this study, the researchers used it as
a tool to categorised the responses of the survey. This is done to put this simple survey one level
higher in analysis. In accordance with the descriptions given in the OUP document , political refers
to government policy such as the degree of intervention in the economy. Economic factors refer to
any aspect which relate to interest rates, taxation change, economic growth, inflation and exchange
rates and anything that affects this such as finance. Social factors refer to changes in social trends
which can impact on demand for a firms products and the availability and willingness of individuals
to work i.e. relating to feelings and motivation. Technological factors refer to new technologies
which could be used to create products and new processes. Environmental factors include changes in
weather and climate change, protection of the environment and the general move towards more
environmentally friendly products and processes and how this affect demand patterns and create
business opportunities. Legal factors are those related to the legal environment in which firms operate.
FINDINGS
This section covers two major aspects which are the description of the demographic of the
respondents and an elaboration of the challenges they face.

The Respondents
Only 31 of the about 200 members responded to the questionnaire which was distributed online
through the organisations president. The respondents represent a few business sectors as seen in
Table 1. From the table, we can see that the first nine respondents represent the training, consultancy
and education industry. Respondents number 10 to 15 represent the food industry. Respondents
number 16 to 20 represent the ICT industry. Number 21 to 25 are involved in the beauty industry. The
rest of the respondents are involved in deep sea fishing industry, manufacturing and distribution of
plantation machinery, travel agency, florist and children clothing. Their experience as business
owners range from 2 to 18 years. They are generally small sized businesses ranging from a one
man(woman) show business to those less than 20. Only five companies have more than 20
employees with one having 134 full time employees. Note that some of the entrepreneurs business
models involved outsourced labour especially the training consultants.
The respondents are members of a womens association where more than 98 percent of its members
are Muslims. Interestingly, the findings in this initial study revealed that none of the respondents cited
challenges in doing business which could be linked to religious affiliation; there was only one
respondent who cited one incidence of a man discomfort doing business with ladies but it could not be
established if this reluctance was based on cultural or religious ground.
TABLE 1: SUMMARY OF RESPONDENTS TYPE OF BUSINESS, SIZE OF COMPANY AND
LENGTH IN BUSINESS
No Type of Business Years in Business Number of Employees
1. Training and Consultancy 6 2
2. Training and Consultancy 2 2 (outsource trainers)
3. Tuition Centre 11 17
4. Architecture 18 27
5. Quantity Surveying 15 6
6. Engineering Consultancy 4 5
7. Music School 17 21
8. Insurance Agency 8 3 office staff
9. Corporate Communications 8 1
10. Food Franchise 5 7
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11. Jam making 5 1
12. Bakery 2 3
13 Frozen food 3 6
14 Chicken supplier 2 8
15 Canteen operator cum caterer 7 8
16 ICT Solutions Provider 9 7
17 ICT Solutions Provider 12 40
18 ICT - Consultancy 6 4
19 E-business 2 1 Work from home
20 E-Business 3 2
21 Cosmetics 17 8
22 Cosmetics 5 3
23 Cosmetics 12 134
24 Beauty Consultant 7 5
25 Massage and Spa 9 15
26 Deep sea fishing 7 35
27 Plantation Machinery 3 10
28 Travel Agency 8 5
29 Florist 13 6
30 Children clothing 4 3 (Tailors outsourced)
31 Printing and advertising 11 12

The Challenges
This initial survey revealed various challenges faced by the subjects in this survey. The major
challenges are financial, economic situation,, product development (technology), management of
change, government regulation and processes, expansion, time management, juggling home life and
business. Interesting, the issue of gender bias is not evident from the report. To get a better picture of
the challenges faced by the women entrepreneurs studied, their narratives gathered from the survey
and telephone interviews are outlined in the six sub-sections that follows.
Challenges of Political Nature
None of the respondents directly cited political in its most popular sense of the word e.g. political
rivalry, etc, challenges in the survey. There are however a few responses which are related to public
governance. Seven of the respondents face problems relating to government policies such as
unstable procedures, changes in municipal council rules and regulations, and loss of opportunities to
win government bids due to favouritism. For instance, an entrepreneur in education claimed that
changes in government requirements and regulations have major impacts on her operations.
Sometimes, as a small franchise holder, a small change in regulation can require a much expenses
which could affect her capital. When interviewed over the phone, the issue of challenges due to
governance is often offered by the entrepreneurs involved in engineering related industries. For
instance, the engineering consultant, the quantity surveyor, the architect and the entrepreneur
producing plantation machinery all related instances of having to deal with problems relating to
government policies and regulations.
Challenges of Economic Nature
Almost all of the respondents, 29 to be exact, listed challenges relating to economics especially within
the context of finance. The following sentiments of two of the entrepreneurs is echoed in most of the
other responses:
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My biggest challenge thus far is financial insufficiencies for working capital. An
organization, whether profit oriented or not, needs working capital in order to execute tasks.
Overhead is cost to a company. Insufficient fund leads to limited activity and gradually a
decline in business.
Money. No business, no money! Am still waiting for results of the grant!!!.
Further clarification over the phone revealed that face difficulties in financing their business ventures.
At various stages of their businesses, they have encountered problems with lack of fund for business
operations or working capital. Fourteen of the respondents indicated that they had to resort to
borrowing from families and friends. The respondents view money as central to the success of their
business. They feel caught in a catch 22 situation whereby without money they cannot promote their
products and services, and without promotion their business cannot grow. In certain sectors e.g. the
training and consultancy sector, the respondents do not face as much financial related challenges as
they do not have high overheads and fixed cost as the company only employs one administrative staff
and the trainers are all employed on part-time basis. Most expenses are dedicated to the payment of
trainers, lecturers or consultants. One training consultant mentioned that she does not face any
financial challenge because the overheads are low and are mostly incurred after she has secured the
contracts for training. Furthermore, the use of social media and online advertising has reduced her
marketing and sales especially communication activities remarkably.
Those whose business require capital for research and development cited limited funds for research
and development as a major challenge. The cost to comply to approval by related ministries is high
and requires substantial capital outlay. Interestingly, a few respondents listed the economic crisis as a
challenge in doing their business. Their rationale is an economic crises will lead to a decrease in
purchasing power of the customers and therefore affect their spending patterns. Another respondent
finds that the demand for her training services can be extremely unpredictable. For example, even
during 2010 where there was a recovery from the prolonged economic crisis which emerged in late
2007, she was unable to secure even one project.
Many respondents faced tough competition. For example, an entrepreneur in training and consulting
faced challenges in securing the services of experts due to their lack of loyalty to the outsourcing
company. Therefore, the consultancy firm has to compete with their competitors for the expertise.
However, customer loyalty is strong as thus she does not have to do much promotional activities. An
entrepreneur in technology finds it hard to manage distribution, after sales service and how to push
volume business to convince because of tough competition from well-established companies. The
local acceptance of local brands is also a major challenge. As small sized entrepreneurs, they do not
have much budget for marketing and have to rely on the image set by bigger companies.
Expansion is another challenge faced by the respondents. The crucial issue is to make decisions on
whether to expand in the form of a branch or as a franchise. Most opt for the former as franchising
entails more complicated documentation and higher cost outlay. However, all of the respondents,
when further probed did not have a comprehensive expansion plan. In other words, expansion is
normally a strategy they feel they need to resort to when their current company capacity is not able to
accommodate business volume. The caterer for instance has somehow come to the conclusion there is
attractive opportunity to operate two new canteens in two other locations which are about 10
kilometres and 200 kilometres away from her current business base. However, she finds difficulty to
identify personnel to control and monitor the other canteens. She laments that she finds it difficult to
duplicate herself and now is frantically looking for suitable candidates. In her current canteen she
faces challenges to get labour waiters, chefs, cleaners, etc.
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The entrepreneur in oil palm plantation machinery finds it hard to manage distribution, after sales
service and how to push volume business to convince the users to try her solution which she
established through research, can save up to six labourers input i.e. with the machine the harvest done
by one worker is equivalent to that of six workers doing manual harvesting. Generally, the bigger
players are suspicious of small time innovators, as she says it, and at most order three units only.
Challenges of Social Nature
For the women entrepreneurs, although they cited financial constraint as the major challenge in their
business venture, the social challenges seem to also be almost at par. the In fact for more than half
respondents, challenges relating to the social aspects of their lives rank the highest in this survey. The
entrepreneurs between 30 to 45 year old face the most problem juggling their work and personal lives.
Most provided short explanations on why they thought it is a major challenge for them. Some of the
interesting ones are quoted below. A respondent confessed feeling guilty about conflicting roles. She
wrote on her second biggest challenge as an entrepreneur what she termed as role management :
When I am at work, I feel guilty of things of things unattended at home. When I am at home,
I feel guilty of things unattended at work. Need to be focused and be present at all times. To
solve book my role for cluster of hours. E.g. 9am -1 p manager role. 1pm-2pm:Mother
role (check on kids). 2pm-6pm:manager role.6pm-10pm:Mother/wife role. 10pm onwards
:manager role. Can be tough at times as the roles required may not be available during those
clusters of time. Then I use the make-up time. If I now have extended my manager role time,
I should not feel guilty about it as I will make time to make up for mother role in another
time.
Gender related challenges were also shared by the respondents during the telephone interview. One
respondent cited an incident where the potential client, a middle-age man, said outright that he was
uncomfortable dealing with women and requested to talk to her husband instead. As it was the first
and only time she faced gender bias, the woman, who has mostly with male clients and business
partners decided not to deal further with the man. She wrote:
As an entrepreneur I have to be extra strong. The social pressures I face are varied. The funniest I
thing was when one man with hundreds of hectares of oil palm plantation refused to meet me and
asked to talk to my husband instead. I told him my husband know nuts about my business and wished
him a good day.
The entrepreneur in deep sea fishing said:
This industry is dominated by men. And most of them have the mentality that women should
stay at home. So as the daughter of the boss (who is also a woman- my mother) I have to be
smart in handling staff especially the fishermen.
Challenges of Technological Nature
This challenge is mainly listed by respondents who are involved in businesses in sectors which utilise
technology. One respondent wrote in detail about her challenges in handling technology for her
business. A seasoned entrepreneur, she has ventured into various types of businesses including
financial services, jewellery, plantation and now manufacturing machinery for the oil palm
plantations. In the aspect of technology, she faces challenges in dealing with regulatory bodies over
issues of pattern rights i.e. inability to compromise on what is considered a fair deal; and also in
research and development because it takes time and is very costly. The biggest buyers for her are the
smallholders. Her main challenge is to convince the smallholders of the durability of the harvesting
machine as the smallholders have had unpleasant experience with the previous harvesting machine
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sold by another supplier. To her, the mindset of the local customers on the quality of locally designed
products is a major obstacle for those dealing in technology.
For the ICT related entrepreneurs, their main challenges with technology is the rapid change in ICT
hardware and software. The main threat is technology obsolescence. In fact both the ICT solution
providers who develop solutions for big and small organisation find it very hard when new ICT
products which form part of their solutions get into the market. At that stage price of the older
versions will be marked down and if they have not completed a project, customers often argue about
price differentials. These types of arguments are always annoying as sometimes clients would
abandon the contracts and then they may need to pursue legal avenues, which they do not because for
small sized companies legal costs have huge implications to their viability.
One of the three entrepreneurs in cosmetics started from retailing cosmetics. After much trail and
tribulations in trying to be an entrepreneur, she decided to produce her own line of cosmetics. An
extremely successful business woman now, she has not really looked seriously at the issue of safe
ingredients. Thus her investment in related technology is still rather minimal. As one who dabbles in
the business from an economic perspective, her appreciation for the scientific aspect of her business
is rather limited and she feels challenged when facing experts in this field.
An entrepreneur involved in jam making, stated her intention to expand her business to supply her
marmalade to hotels in the city. However, she faces challenges in sourcing packaging technology and
has to put her ambition on hold at the moment. At present she only utilises the shredder and electric
juicer to make her marmalade.
The entrepreneur designing and selling children clothing faces challenges in getting consistent quality
for the dresses as they outsourced the tailoring. She mentioned that she is keen to set up her own
factory in order to improve the quality of her dresses.
The entrepreneur in deep sea fishing laments over the uphill task of convincing her mother to invest in
technology from Thailand. In her opinion, Thailands technology and operation processes are more
advanced than Malaysia. Since she has been entrusted to man the business, she wanted to explore
possible collaboration with Thai companies. Her mother does not agree to invest in the collaboration
and this is a challenge for her.
Legal Challenges
None of the respondents mentioned legal challenges as one of their major challenges in the
questionnaire. When interviewed our the phone on this issue, all mentioned that they have never faced
legal issues but admitted to having problems with non-payment. Two respondents doing ICT
businesses said they were not paid for some projects but they never pursued the matter through legal
channels because they felt it was not worth it as they view legal charges as expensive.
Environmental Challenges
None of the respondents mentioned environmental issues as challenges. In fact, from the phone
interviews, the respondents view environment as an opportunity instead of a challenge. The travel
agent for example said there is in an increasing demand for environmental or green tourism. She has
not explored that field but feels the pressure to join the band wagon as tourists from Europe,
especially, are very conscious of sustainability of a green environment. For the cosmetics
entrepreneurs, they also have product lines which uses Eurycoma longifolia or more commonly
known among Malaysians as Tongkat Ali as food and drink additive. All are aware that there has
been complaints on the use of cheaper synthetic drugs in lieu of the additive but stressed that their
products use genuine ingredients.
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The entrepreneurs involved in training and consultancy as well as architecture and engineering
mentioned the increasing need to address environmental issue in their businesses. However, they do
not view is as a challenge. Rather, they mentioned that the problem is not environmental in nature but
regulatory. The entrepreneur in plantation machinery says that her product is also a solution for the
environment as it can help lessen carbon prints and she uses this as a selling point. For smallholders
this positioning of her product has not much impact and she is still trying hard to sell her product
using this product positioning to the bigger players who have to adhere to tougher regulations to do
business globally.
Other Problems
The researchers face a bit of difficulty categorizing some of the responses. These we have decided to
categorise as other problem. One is the recurring mention of Time Management. The respondents
all reside in Kuala Lumpur, the capital of Malaysia. Thus life is hectic and they face lots of stress.
They also mentioned challenges in prioritization. One respondent wrote:
Even though we can prioritize, certain things which do not require our urgent attention is
also very important. For example, execution of an order or project always require our
immediate attention to ensure it runs smoothly; therefore we tend to put off certain things like
marketing/sales even though it is very important as if we dont do it soon, then we may face
cash flow problem later when the business comes in late.
Many confessed to experiencing the lack of drive to go on especially when faced with what most of
them find as their biggest challenge financial constraint. They say however that joining the
association has provided them much motivation to seek support from other members who have in the
space of time become friends, business partners, customers and mentors. This alleviate feelings of
alienation when facing challenges like lack of self-disciplined as described by one entrepreneur as
follows:
Not all things will go our way as sometimes it is quite easy to wallow in self pity (no one
there to scold us, since we are our own boss, right?). So it can be a challenge to keep on
doing the right thing and not focus so much on things that we cant control. I am glad my
friends in this group always encourage me to focus on the activities and not the result. For
example, based on my experience, I have to meet five prospects before I can successfully close
a deal. So if I need to close three deals, I need to see fifteen prospects and not be upset with
the unsuccessful results among the fifteen prospects I met.
CONCLUSIONS
From this study we could conclude that Muslim women in Malaysia face challenges which are both
common with and different from those faced by women of the other countries as stated in the
literature review. For instance, like the women in India and Sri Lanka, and Turkey the Muslim women
entrepreneurs in Malaysia also face challenges relating to family commitment, operation problems,
inadequate funding, and conflicting roles. The respondents did not indicate facing problems like some
of those faced in Nigeria, the Middle-east and Turkey such as inequality, lack of empowerment,
sexism, lack of role models, type of education, and weak social position.
However, in this study, we find that the responses of the respondents suggest that they are quite
sophisticated and have gone beyond the usual whine of the mindset of the lesser gender. The
responses reflect a high level of maturity and business sophistication. As most, with the exception of
the deep sea fishing entrepreneur who inherited the business from her mother, have started their
business on their own, the confidence and drive that they possess are admirable. In the interviews,
their discussion on the challenges they face were made with the mindset of these are things I must
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go through to achieve what I want rather than I am going to fail because of these barriers. Some
possible reasons for this could be their affiliation with the association, strong government support
from the government and their general lack of interest to be mere workers. From the telephone
interviews, we observed that the respondents, at this point, portray high self-efficacy and motivation
to be entrepreneurs. Thus, to conclude, the respondents face varying degree of challenges in all six
areas which constitute the categories used for analysis political, economic, social, technology, legal
and environment. It is also concluded the study did not gather any responses on challenges faced by
the responses which stem from their ethnic and religious affiliations.
IMPLICATIONS FOR FURTHER RESEARCH
This initial study could be used to determine the items which could be categorised under the PESTLE
acronym for the purpose of a larger study involving women entrepreneurs in Malaysia from the major
ethnic groups.
The in-depth telephone interviews also suggest the possibility for research which could be used as a
input for writing case studies for the major industries in Malaysia. These case studies could be used as
course materials for business and management programmes.

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REFERENCES
Ayadurai, Selvamalar (2004), Profile of Women Entrepreneurs in a War-Torn Area: Case Study
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International Council for Small Business (ICSB), Washington.
Aziz, Zeti Akhtar (2011) , Advancing Womens Leadership in Public Life,2011, Paper
Presented at the Women in Leadership Forum Power Sharing in the Public Sector, Kuala
Lumpur.
Kumar, D. (2006) Problems of Women Entrepreneurs in India. Retrieved March 15,
2011.http://www.managementparadise.com/forums/entrepreneurshipintrapreneurship/137437-
problems-women-entrepreneurs-india.html.
Maimunah, I. (1996b). Usahawan wanita: Satu analisis keperluan dari perspektif gender. In Mazanah
Muhamad dan Ezhar Tamam (eds.). Rakan Kongsi, Komunikasi danMedia dalam Pembangunan.
Serdang: Penerbit Universiti Pertanian Malaysia, 55-76.

Malaysia. (2010). 10th Malaysian Plan. Kuala Lumpur: Malaysian National Printing.

Minniti,M (2003). Women in Entrepreneurship: The Entrepreneurial Advantage of Nations paper
presented in the First Annual Global Entrepreneurship Symposium, United Nations Headquarters.
OECD. 2004. Womens Entrepreneurship: Issues and Policies. In Proceedings of Seminar
Promoting Entrepreneurship and Innovative SMEs in A Global Economy: Towards a More
Responsible and Inclusive Globalisation Turkey, By Frederic Dulmar and Carin Holmquist. 3-5 June
2004.
Okafor, C. and Mordi, C. (2010). Women Entrepreneurship Development in Nigeria: the Effect
of Environmental Factors Petroleum Gas University of Ploiesti Bulletin Vol . LXII No. 4/2010,
pp 43-52.
PESTEL analysis of the macro-environment". Oxford University Press. 2007.
http://www.oup.com/uk/orc/bin/9780199296378/01student/additional/page_12.htm. Retrieved
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Weeks, J.R. and , Danielle Seiler. Womens entrepreneurship in Latin America : an exploration of
current knowledge in Sustainable Development Dept. Technical papers series ; MSM-111);
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