Home Browse Breaking Barriers: How Socio-Cultural Factors Moderate the Relationship...
ALL Metrics
-
Views
-
Downloads
Get PDF
Get XML
Cite
Export
Track
▬
✚
Review

Breaking Barriers: How Socio-Cultural Factors Moderate the Relationship Between Strategic Determinants and Women-Led SME Performance Across Diverse Cultures

[version 1; peer review: awaiting peer review]
Tom Ongesa Nyamboga
https://orcid.org/0009-0004-7073-8219
Tom Ongesa Nyamboga
https://orcid.org/0009-0004-7073-8219
PUBLISHED 20 Oct 2025
Author details Author details
OPEN PEER REVIEW
REVIEWER STATUS AWAITING PEER REVIEW

Abstract

The performance of women led SMEs is shaped by strategic factors that foster competitiveness and long-term sustainability, yet their effectiveness is often diminished by persistent socio-cultural barriers. This narrative review examines how such barriers influence the relationship between strategic factors including innovation, market positioning, risk management, and access to resources and the performance of women led SMEs across different cultural contexts. Drawing on peer reviewed articles published between 2015 and 2025, and using thematic analysis, the review finds that rigid gender norms, societal attitudes, levels of education, religious beliefs, family responsibilities, and institutional structures significantly reduce the impact of business strategies by limiting women’s decision-making power. These socio-cultural constraints also hinder women’s ability to engage with business networks and institutions, which are essential for driving business growth. The findings highlight the importance of developing context sensitive policies and culturally informed strategies to strengthen women’s strategic capabilities while addressing structural limitations. Embedding socio cultural awareness into enterprise development would support policy makers in crafting inclusive strategies that promote sustainable growth for women led SMEs.

Keywords

Strategic Determinants, Women-led SMEs, Social Cultural Barriers, SMEs Performance, Diverse Cultures

Corresponding author: Tom Ongesa Nyamboga
Competing interests: No competing interests were disclosed.
Grant information: The author(s) declared that no grants were involved in supporting this work.
Copyright:  © 2025 Ongesa Nyamboga T. This is an open access article distributed under the terms of the Creative Commons Attribution License, which permits unrestricted use, distribution, and reproduction in any medium, provided the original work is properly cited.
How to cite: Ongesa Nyamboga T. Breaking Barriers: How Socio-Cultural Factors Moderate the Relationship Between Strategic Determinants and Women-Led SME Performance Across Diverse Cultures [version 1; peer review: awaiting peer review]. F1000Research 2025, 14:1140 (https://doi.org/10.12688/f1000research.167596.1) First published: 20 Oct 2025, 14:1140 (https://doi.org/10.12688/f1000research.167596.1) Latest published: 20 Oct 2025, 14:1140 (https://doi.org/10.12688/f1000research.167596.1)

Introduction

Women led SMEs operate within complex environments where strategic success factors such as access to resources, effective market positioning, risk management, and innovation are significantly influenced by prevailing socio-cultural conditions.1,2 These factors are not experienced equally by all entrepreneurs; cultural norms, institutional structures, and societal expectations often constrain the strategic choices available to women, limiting their access to opportunities and reducing their autonomy in decision making processes.3–5 Traditional gender roles, coupled with family responsibilities and community perceptions, further shape the entrepreneurial paths women follow, often creating barriers that men do not typically encounter in business settings.6

Socio cultural factors can both support and constrain the strategic choices available to women in business contexts.7 Education and institutional support often enhance innovation and improve access to vital resources, enabling women to pursue competitive strategies. In contrast, restrictive cultural norms and certain religious beliefs may limit women’s mobility in the market and reduce their willingness or ability to take entrepreneurial risks.1 Family structures can provide emotional and practical support that fosters resilience, yet traditional caregiving responsibilities frequently limit the time and energy women can dedicate to business growth.8,9 Understanding the strategic behavior and long-term sustainability of women led enterprises therefore requires a broader cultural perspective that considers the diverse social forces shaping entrepreneurial experiences.10

This review adopts an integrated framework that brings together strategic management and socio-cultural analysis to examine women led SMEs.1 Unlike conventional studies that focus primarily on financial or operational challenges, this approach emphasizes the interplay between societal attitudes, religious beliefs, education, family responsibilities, gender norms, and institutional arrangements with core business strategies such as resource access, market positioning, risk management, and innovation.11 By merging these perspectives, the review moves beyond standard business models to uncover how cultural and institutional dynamics influence entrepreneurial outcomes and shape the strategic direction of women led enterprises.12,13

Earlier studies have acknowledged gender-based barriers to entrepreneurship,14–16 but this research advances the discussion by directly linking socio cultural influences such as gender roles and religious beliefs to strategic decisions including market positioning and risk management. This integrated approach aims to provide a deeper understanding of the lived experiences of women entrepreneurs, highlighting how cultural contexts shape their strategic behavior and influence enterprise outcomes across diverse settings.

Women-led SMEs face persistent structural and socio-cultural barriers that drive performance gaps.17 Gender bias in financial systems and institutional weaknesses limit credit access to women,18,19 while societal norms confine women to low-growth sectors.20 Family expectations further hinder risk-taking,21 and unequal access to education, technology, and networks restricts women innovation.22 This study fills this research gap by examining how these factors interact across contexts.

This review therefore explores how socio-cultural factors influence the performance of women led SMEs by shaping the strategic determinants previously discussed. Drawing on Entrepreneurial Orientation and Gender Role Theory, the study highlights the importance of aligning business strategy with cultural context to address barriers and harness emerging opportunities. This integrated framework offers practical insights for policy makers and development agencies, strengthening both strategic management and gender focused research by presenting a contextually grounded understanding of women entrepreneurs’ performance in an increasingly globalized economy.

The research objectives of this study are as follows:

  • a. To examine the influence of strategic determinants of resources, market positioning, risk management, and innovation on the performance of women-led SMEs in diverse cultural contexts.

  • b. To analyze the moderating role of socio-cultural factors, including societal attitudes, religious beliefs, education, family dynamics, gender roles, and legal and institutional frameworks, in shaping the strategic decisions of women entrepreneurs.

  • c. To investigate the interplay between strategic and socio-cultural forces, identifying how these interactions impact business growth, competitiveness, and sustainability in women-led SMEs.

  • d. To identify key barriers and enablers within different cultural settings that affect women entrepreneurs’ access to resources, market opportunities, and innovation potential.

  • e. To provide policy and practical recommendations aimed at fostering inclusive entrepreneurial ecosystems that support the growth and sustainability of women-led SMEs.

Materials and methods

This narrative review employed a qualitative approach guided by thematic analysis23,24 to examine how socio-cultural factors and strategic determinants impact the performance of women led SMEs. It synthesized findings from 100 articles, primarily peer reviewed studies published between 2015 and 2025, to reveal the connections between socio cultural influences and key strategic factors that shape enterprise outcomes.

Data collection and analysis methods

Data for this review were sourced from academic databases such as Scopus, Google Scholar, and Web of Science using keywords25,26 like women SMEs, strategic determinants, and socio-cultural barriers. A three-stage screening process; title and abstract review, full-text evaluation, and citation tracking, ensured relevance to the research objectives. Thematic coding followed a structured framework: deductive coding organized studies under predefined themes, while inductive coding revealed emerging themes such as digital infrastructure and microfinance. Reflexive practices, including memo writing and peer debriefing, enhanced analytical transparency and reduced bias, ensuring the reliability and coherence of findings aligned with the study’s objectives.

Control of subjective interpretations

To manage subjectivity in thematic analysis, the researcher combined deductive and inductive coding within a transparent framework.27,28 Deductive coding applied predefined themes from literature; such as societal attitudes, family dynamics, and strategic factors, ensuring consistency with the conceptual model. Inductive coding identified new themes like digital infrastructure and microfinance. Reflexive tools, including memos and coding journals, supported transparency and self-awareness. Peer debriefing ensured coding validity and reduced bias. Themes were assessed by frequency, evidence strength, and relevance across contexts. This structured approach enhanced reliability, aligning all findings with the research question to reveal how socio-cultural barriers shape strategic outcomes in women-led SMEs.

Exclusion criteria

To ensure rigor, studies published before 2015 were excluded to avoid outdated policy contexts. Articles lacking theoretical grounding or based solely on anecdotal evidence were omitted to maintain credibility. Single-case studies with limited generalizability were not considered, especially those focused on unique business settings. Only English-language publications were included due to translation constraints. Studies on gender and entrepreneurship without directly linking socio-cultural factors to strategic performance in women-led SMEs were also excluded to ensure relevance.

Theoretical framework implications

This review integrates Entrepreneurial Orientation (EO) Theory and Gender Role Theory to examine the performance of women led SMEs. EO Theory emphasizes strategic traits such as risk taking, innovation, and proactiveness as key drivers of firm success.29,30 However, EO often assumes a level playing field, overlooking how gender norms restrict women’s autonomy and decision making in entrepreneurial contexts.31–33 Gender Role Theory complements EO by illustrating how societal expectations, religious norms, and institutional biases shape women’s roles and constrain their participation in strategic decision making.1,34–36 Education levels and family dynamics further influence women’s behavior in areas such as innovation and risk taking.37,38 While EO explains strategic intent, it fails to address the socio-cultural barriers that women navigate. Gender Role Theory highlights these constraints but lacks the strategic focus to explain how women adapt their business practices. Integrating EO and Gender Role Theory provides a more comprehensive view of how cultural norms shape entrepreneurial strategies in restrictive settings.39,40

Findings of literature review

The explanations of these results are based on how Socio-cultural factors moderate the relationship between strategic determinants and the performance of women-operated SMEs, as illustrated in Figure 1.

c529ed28-819a-44ed-9135-f8cb815d58ca_figure1.gif

Figure 1. Conceptual framework.

Institutional frameworks, gender bias, resource access and performance of women-led SMEs

Institutional frameworks, encompassing both formal and informal rules, play a crucial role in shaping the success of women led SMEs by affecting their access to finance, business networks, and essential infrastructure.41 In many regions, gender-based lending practices and stringent collateral requirements restrict women’s access to credit, particularly in contexts where land ownership is predominantly male, such as in Kenya.42,43 Gender roles also constrain business participation, as domestic responsibilities limit women’s involvement in networks and training opportunities, a challenge observed in countries like India.44,45 Inadequate infrastructure further hinders market access; for instance, in Nigeria, poor road conditions disrupt supply chains for women involved in agricultural enterprises.46,47 In contrast, digital financial inclusion in Bangladesh has offered an effective means to overcome such limitations, enhancing access to financial services and markets.48 To promote sustainable growth and economic inclusion for women led SMEs, targeted interventions such as inclusive lending practices, reforms in property rights, and the expansion of digital infrastructure are essential.49–51

Societal attitudes, religious beliefs, education, market positioning and performance of women-led SMEs

Societal attitudes and religious beliefs significantly shape the market positioning of women led SMEs, often confining them to low growth sectors in traditionally patriarchal cultures.52,53 Transformative reforms, such as those introduced under Saudi Arabia’s Vision 2030, have begun to challenge these constraints by promoting women’s participation in industries historically dominated by men.54,55 In countries like Pakistan, religious and cultural norms continue to hinder women’s access to financial resources for business activities.56 Conversely, in Indonesia, Islamic microfinance has emerged as a culturally aligned solution, offering interest free loans and supportive services that empower women entrepreneurs.57,58 Access to quality education and targeted entrepreneurial training further strengthens women’s digital and business capabilities, enabling broader participation in competitive markets.59–61 Public and private sector collaborations, including mobile banking initiatives in Bangladesh, have also played a key role in enhancing financial inclusion and improving market access.62–64 These developments are essential for building a more inclusive and equitable business environment. To expand opportunities for women in a wider range of sectors, targeted measures such as business scholarships, training programs, and financial inclusion reforms remain crucial.

Family dynamics, institutional frameworks, risk management and performance of women-led SMEs

Stopped Risk management is vital for the sustainability of women led SMEs, with family dynamics and institutional frameworks playing a key role in shaping risk related decisions.18 In many contexts, traditional gender norms, such as those prevalent in India, tend to confine women to low risk sectors, thereby restricting their access to high growth opportunities.65,66 Supportive family structures, on the other hand, can promote innovation and encourage women to engage in more ambitious business ventures.67 Institutional deficiencies, including weak legal enforcement in countries like Kenya, further obstruct the ability of women entrepreneurs to scale their businesses.68–70 In contrast, initiatives such as Rwanda’s Women’s Guarantee Fund have helped mitigate financial risks and stimulate enterprise growth by offering targeted support.71 In Nigeria, financial literacy and risk management training in the agribusiness sector have led to improved profitability and business resilience among women.72–75 Inclusive financial systems in Bangladesh further enable women to take strategic risks by improving access to credit and insurance services.76 Advancing gender balanced legal frameworks is essential to ensure parity in entrepreneurship and promote equitable business environments.

Education, societal attitudes, innovation and performance of women-led SMEs

Innovation among women entrepreneurs is strongly influenced by access to both formal and informal education that builds business, technical, and digital skills.77,78 In areas such as rural Pakistan, limited educational access constrains innovation and compels women to rely on outdated business practices.79,80 In contrast, countries like Finland promote innovation through well-established educational systems that empower women to adopt digital technologies and expand their enterprises.81 Cultural norms and restrictive gender expectations, particularly within India's technology sector, often block access to funding and deter risk taking, limiting innovative potential.82–87 Successful examples from Canada and Rwanda show that targeted initiatives in sectors such as fintech and healthcare can support women entrepreneurs in driving innovation.88–90 Strengthening educational opportunities and transforming societal attitudes are essential for promoting inclusive and sustainable innovation among women entrepreneurs.

Discussion of findings

The review provided a detailed critical discussion of the findings of the literature review on how social cultural barriers moderate the relationship between strategic determinants and performance of women-led SMEs in diverse cultural contexts as shown in Figure 2.

c529ed28-819a-44ed-9135-f8cb815d58ca_figure2.gif

Figure 2. Schematic diagram.

Institutional frameworks, gender bias, resources access and performance of women-led SMEs

Institutional barriers such as collateral requirements and gender bias in banking systems significantly limit access to finance for women led SMEs, a challenge compounded by low land ownership and uneven policy enforcement in many regions.41,42,90 Informal credit sources, particularly microfinance, continue to play a vital role in supporting women entrepreneurs, yet remain underexplored in strategic discourse. Cultural expectations and inadequate infrastructure further constrain women’s ability to engage with networks and access markets, particularly in high growth industries and agribusiness sectors.43,45,46,91,92 While mobile banking initiatives in Bangladesh have begun to address some of these traditional barriers, the extent of their broader impact requires further investigation.47 These dynamics underscore the need for culturally responsive financial policies and a more nuanced understanding of how socio-cultural influences, education levels, and technological access shape the long-term sustainability of women’s enterprises.

Societal attitudes, religious beliefs, education, market positioning and performance of women-led SMEs

Societal attitudes significantly influence the market positioning of women led SMEs, often restricting them to low growth sectors as a result of traditional gender norms.51,52 Although national reforms such as Saudi Arabia’s Vision 2030 aim to enhance inclusivity, their long-term effects on women’s participation in male dominated industries remain insufficiently examined, particularly in rural contexts where entrepreneurial perceptions may differ markedly.53 Religious beliefs also shape women’s mobility, asset ownership, and access to finance, with varying implications across regions.55,93,94 Nonetheless, Islamic microfinance has opened new opportunities by offering financial services aligned with cultural values.56,57 Education is shown to improve digital and business competencies among women,58,59 yet disparities in access and the influence of religious interpretation continue to limit competitiveness. Developing inclusive market strategies for women led SMEs requires a more integrated understanding of how societal, religious, and educational factors interact with policy frameworks to support sustainable entrepreneurial growth.

Family dynamics, institutional frameworks, risk management and performance of women-led SMEs

Family dynamics and institutional frameworks play a vital role in shaping how women approach and manage entrepreneurial risk. Cultural gender norms frequently channel women into low-risk ventures, limiting their entry into high growth sectors such as technology and finance.18,64,65,95 While supportive family environments can build confidence and increase risk appetite, the evolving influence of generational roles on entrepreneurial decision making remains an area requiring deeper investigation.66 Institutional elements such as legal protections and financial access also shape risk tolerance. In contexts like Kenya, weak enforcement mechanisms discourage investment and hinder business expansion.68,69 Conversely, Rwanda’s Women’s Guarantee Fund has shown success in reducing financial risk and supporting enterprise growth.70 In Nigeria, financial literacy programs have contributed to improved profitability among women entrepreneurs, although operational and market related risks remain insufficiently explored.71,72 A comprehensive understanding of these interlinked factors is essential for building resilience and enabling sustained growth in women led enterprises.

Education, societal attitudes, innovation and performance of women-led SMEs

Education plays a central role in driving innovation among women entrepreneurs by equipping them with essential technical, managerial, and strategic skills.77 In areas such as rural Pakistan, restricted access to education undermines women’s capacity for innovation and limits their competitiveness in emerging markets.78,79 In contrast, countries like Finland benefit from well-developed educational systems that support digital innovation and enhance entrepreneurial outcomes for women.80 Societal attitudes toward leadership and risk taking also influence innovation potential. In India, cultural restrictions and limited access to funding continue to inhibit women’s advancement in male dominated sectors such as technology and engineering.82–84 More inclusive environments, such as those in Canada and Rwanda, demonstrate how incubators, mentorship programs, and policy backed funds can foster innovation and empower women entrepreneurs.87–89 Despite these positive developments, the long-term effects of anti-bias policies on the sustainability of innovation remain underexplored. There is a pressing need to examine how education systems, societal perceptions, and policy interventions interact to shape inclusive innovation ecosystems for women led enterprises.

Practical implications

Addressing the challenges facing women led SMEs requires the development of tailored support systems that respond to both socio cultural and strategic barriers. Revising lending models to include flexible terms can help overcome discriminatory practices and reduce the burden of collateral requirements that disproportionately affect women. Mentorship provides essential business guidance and opens access to investor networks, while targeted training in financial literacy, digital skills, and leadership builds the capacity for informed decision making and enhanced competitiveness. Structural constraints can be mitigated through digital commerce training and improved access to business resources. Legal reforms that promote equal property rights, streamline business registration, and introduce tax incentives are also crucial in lowering entry barriers. When supported by robust institutional frameworks and technology, these interventions equip women entrepreneurs with the tools to innovate, expand their enterprises, and contribute meaningfully to inclusive and sustainable economic development.

Conclusion

Women’s entrepreneurship extends beyond mastering traditional business skills, requiring the ability to navigate complex socio-cultural barriers that influence access to resources and capacity for innovation. While strategic and financial competencies remain critical, their effectiveness is shaped by the broader cultural and institutional context in which women operate. In societies that support gender equity, systemic structures such as inclusive policies and legal protections enhance women’s entrepreneurial outcomes. In more restrictive environments, entrenched social norms and discriminatory practices pose significant barriers, making adaptability and resilience essential for success.

Tackling these challenges requires a multi layered approach, including legal reforms that guarantee property rights and business protections, expanded financial inclusion through accessible credit and mobile banking, and efforts to shift public attitudes. Mentorship programs and the visibility of successful female role models help to dismantle stereotypes and inspire broader participation. Encouraging women’s entry into high growth sectors and fostering a culture that accepts entrepreneurial risk are also vital for economic transformation.

Investments in education, digital literacy, and institutional support are key to enabling women to lead innovative and competitive enterprises. When such measures are in place, women entrepreneurs can significantly contribute to economic growth and play a central role in building inclusive and sustainable development across diverse societies.

Recommendations

Legal reforms that safeguard equal credit access and property rights play a pivotal role in dismantling structural inequalities that hinder women-led SMEs. In Rwanda and Kenya, such reforms have contributed to increased financial inclusion and improved business ownership for women, setting an example for broader policy adoption.49,96 Enhancing women's entrepreneurial success also depends on targeted education in financial literacy, digital technologies, and leadership. Programs across the Asia Pacific region have shown how tailored capacity-building initiatives help women gain strategic competencies essential for growth.61

Mentorship and partnerships between NGOs and industries further contribute to the sustainability and resilience of women-owned enterprises. Such models offer practical insights, access to networks, and guidance on scaling businesses in competitive markets.97 Institutional collaboration between government and private actors, like those implemented in Egypt, helps align national development goals with private-sector expertise to drive inclusive entrepreneurship.98,99

Global initiatives like SheTrades play a transformative role in reshaping societal attitudes by promoting women’s integration into global markets. These platforms support gender-responsive trade, enable market access, and reinforce inclusive economic participation, thereby strengthening the overall positioning of women in business.100 Replicating and localizing such approaches could be vital to cultivating an enabling ecosystem for women entrepreneurs globally.

Limitation of the study

The main limitation of this study lies in its reliance on secondary data, which may not fully capture recent socio-cultural shifts or reflect the nuanced, real-time experiences of women entrepreneurs. This constraint may affect the depth and immediacy of insights, particularly in rapidly changing cultural and institutional environments where lived experiences evolve faster than academic reporting.

Data availability statement

No data are associated with this article.

References

  • 1.  Sangu D: Cultural Factors and Women SMEs Performance. International Journal of Business, Law, and Education. 2025; 6(1): 22–36. Publisher Full Text
  • 2.  Barghouthi M, Abdalrahman M, Sharia M, et al.: Empowering women entrepreneurs: The interplay of internal drive, external support, and socio-cultural context. Journal of Infrastructure, Policy and Development. 2024; 8(8): 6394. Publisher Full Text
  • 3.  Alsharari NM, Aljohani MS: The benchmarking implementation and management control process as influenced by interplay of environmental and cultural factors: institutional and contingency perspectives. BIJ. 2024; 31(9): 3327–3348. Publisher Full Text
  • 4.  Martins I, Nunez MA, Perez JP, et al.: Scrutinizing informal female entrepreneurship: a systematic review and research agenda. J. Small Bus. Enterp. Dev. 2024. Publisher Full Text
  • 5.  Kakeesh DF: Female entrepreneurship and entrepreneurial ecosystems. J. Res. Mark. Entrep. 2024; 26(3): 485–526. Publisher Full Text
  • 6.  Bullough A, Guelich U, Manolova TS, et al.: Women’s entrepreneurship and culture: gender role expectations and identities, societal culture, and the entrepreneurial environment. Small Bus. Econ. 2022; 58(2): 985–996. PubMed Abstract | Publisher Full Text | Free Full Text
  • 7.  Banu J, Baral R, Vijayalakshmi V: The enablers and stumbling blocks in sustaining growth of women-owned micro-enterprises in India–a qualitative inquiry. Journal of Enterprising Communities: People and Places in the Global Economy. 2024; 18(5): 918–944. Publisher Full Text
  • 8.  Dewitt S, Jafari-Sadeghi V, Sukumar A, et al.: Family dynamics and relationships in female entrepreneurship: An exploratory study. Journal of Family Business Management. 2023; 13(3): 626–644. Publisher Full Text
  • 9.  Pont A, Simon A: Nurturing family business resilience through strategic supply chain management. Journal of Family Business Management. 2025; 15(1): 68–101. Publisher Full Text
  • 10.  Liew MX, Loo YM: The family-level of generational involvement: impact on the nexus between entrepreneurial orientation and business performance among small family businesses. Journal of Family Business Management. 2024; 14(3): 475–494. Publisher Full Text
  • 11.  Hundera M, Mudde HLM: A comprehensive analysis of gender dynamics in organizations: Integrating social, structural and individual dimensions. Eur. J. Educ. 2024; 59(4): e12722. Publisher Full Text
  • 12.  Tula ST, Ofodile OC, Okoye CC, et al.: Entrepreneurial ecosystems in the USA: A comparative review with European models. International Journal of Management & Entrepreneurship Research. 2024; 6(2): 451–466. Publisher Full Text
  • 13.  Vicentin DC, de Moraes GHSM , Fischer BB, et al.: The interdependence between the Entrepreneurial Ecosystem and Entrepreneurial Culture-an analysis with sustainable and traditional entrepreneurs. J. Clean. Prod. 2024; 466: 142821. Publisher Full Text
  • 14.  Filculescu A: The heterogeneous landscape of innovation in female led-businesses-cross-country comparisons. Management & Marketing. 2016; 11(4): 610–623. Publisher Full Text
  • 15.  Dissanayake K: Institutional forces and life cycle stages of women-led SMEs in developing economies. Journal of Business Studies. 2016; 3(2): 40–55. Publisher Full Text
  • 16.  Le LH, Stefańczyk JK: Gender discrimination in access to credit: are women-led SMEs rejected more than men-led? Gend. Technol. Dev. 2018; 22(2): 145–163. Publisher Full Text
  • 17.  Enwereji PC, Innocent B, Aluko TOA: Socio-Economic Challenges Hindering Women Entrepreneurs ‘business Sustainability in Gauteng Province. Research on Enterprise in Modern Economy. 2024; 1(38): 37–61.
  • 18.  Kevane M, Ratan AL, Dhar D: Women-Led Small-and Medium-Sized Enterprises During COVID-19: Examining Barriers and Opportunities. Fem. Econ. 2024; 30(1): 244–277. Publisher Full Text
  • 19.  Singh S, Dash BM: Gender discrimination in accessing finance by women-owned businesses: A review. J. Int. Women's Stud. 2021; 22(9): 381–399.
  • 20.  Samy Y, Adedeji A, Iraoya A, et al.: Trade and Women’s Economic Empowerment: Evidence from Small and Medium-Sized Enterprises. Springer Nature; 2023; 162.
  • 21.  Haoucha M: Global Insights on Women Empowerment and Leadership. IGI Global; 2024.
  • 22.  Sharma LK, Paudel V: The Role of SMEs in Enhancing Women’s Employment Opportunities in Nepal: A Data-Driven Perspective. Cognition. 2025; 7(1): 35–44. Publisher Full Text
  • 23.  Snilstveit B, Oliver S, Vojtkova M: Narrative approaches to systematic review and synthesis of evidence for international development policy and practice. J. Dev. Eff. 2012; 4(3): 409–429. Publisher Full Text
  • 24.  Belotto MJ: Data analysis methods for qualitative research: Managing the challenges of coding, interrater reliability, and thematic analysis. Qual. Rep. 2018; 23(11): 2622–2633. Publisher Full Text
  • 25.  Yang K, Meho LI: Citation analysis: a comparison of Google Scholar, Scopus, and Web of Science. Proc. Am. Soc. Inf. Sci. Technol. 2006; 43(1): 1–15. Publisher Full Text
  • 26.  Meho LI, Yang K: Impact of data sources on citation counts and rankings of LIS faculty: Web of Science versus Scopus and Google Scholar. J. Am. Soc. Inf. Sci. Technol. 2007; 58(13): 2105–2125. Publisher Full Text
  • 27.  Fereday J, Muir-Cochrane E: Demonstrating rigor using thematic analysis: A hybrid approach of inductive and deductive coding and theme development. Int. J. Qual. Methods. 2006; 5(1): 80–92. Publisher Full Text
  • 28.  Proudfoot K: Inductive/deductive hybrid thematic analysis in mixed methods research. J. Mixed Methods Res. 2023; 17(3): 308–326. Publisher Full Text
  • 29.  Seyed Kalali N: Entrepreneurial orientation in family firms: the effects of long-term orientation. Int. J. Entrep. Behav. Res. 2022; 28(7): 1732–1750. Publisher Full Text
  • 30.  Mostafiz MI, Hughes M, Sambasivan M: Entrepreneurial orientation, competitive advantage and strategic knowledge management capability in Malaysian family firms. J. Knowl. Manag. 2022; 26(2): 423–458. Publisher Full Text
  • 31.  Venugopal S, Viswanathan M: Negotiated agency in the face of consumption constraints: A study of women entrepreneurs in subsistence contexts. J. Public Policy Mark. 2021; 40(3): 336–353. Publisher Full Text
  • 32.  Xiao Z, Chen X, Dong MC, et al.: Institutional support and firms’ entrepreneurial orientation in emerging economies. Long Range Plan. 2022; 55(1): 102106. Publisher Full Text
  • 33.  Liard-Muriente CF: Adaptations, Female Labour Participation, and Innovation among SMEs in Zambia during Covid-19 Pandemic. African Journal of Economic Review. 2023; 11(4): 1–14.
  • 34.  Rudman LA, Glick P: The social psychology of gender: How power and intimacy shape gender relations. Guilford Publications; 2021.
  • 35.  Jesús Carrasco-Santos M, Seyfi S, Hosseini S, et al.: Breaking boundaries: Exploring gendered challenges and advancing equality for Iranian women careers in tourism.2024.
  • 36.  Fang S, Goh C, Roberts M, et al.: Female entrepreneurs and productivity around the world: Rule of law, network, culture, and gender equality. World Dev. 2022; 154: 105846. Publisher Full Text
  • 37.  Ferdoos A, Zahra MS: 04 Patriarchy and decision-making power of women. Journal of Gender and Social Issues. 2016; 15(2): 55–68.
  • 38.  Mawa B: Challenging patriarchy: the changing definition of women’s empowerment. Social Science Review. 2020; 37(2): 239–264. Publisher Full Text
  • 39.  Heise L, Greene ME, Opper N, et al.: Gender inequality and restrictive gender norms: framing the challenges to health. Lancet. 2019; 393(10189): 2440–2454. PubMed Abstract | Publisher Full Text
  • 40.  Stoker S, Rossano-Rivero S, Davis S, et al.: Pursuing entrepreneurial opportunities is not a choice: the interplay between gender norms, contextual embeddedness, and (in) equality mechanisms in entrepreneurial contexts. Int. J. Entrep. Behav. Res. 2024; 30(7): 1725–1749. Publisher Full Text
  • 41.  Tanzeela KD, Mehraj D: Determinants of Success for Women Entrepreneurs: An Examination of Small and Medium-Sized Women-Led Businesses in India's Emerging Market. Business Strategy & Development. 2024; 7(4): e70053. Publisher Full Text
  • 42.  De Andrés P, Gimeno R, de Cabo RM : The gender gap in bank credit access. J. Corp. Finan. 2021; 71: 101782. Publisher Full Text
  • 43.  Woehler ML, Cullen-Lester KL, Porter CM, et al.: Whether, how, and why networks influence men’s and women’s career success: Review and research agenda. J. Manag. 2021; 47(1): 207–236. Publisher Full Text
  • 44.  Reddy PR, Venugopal R, Narahari T: Women Entrepreneurship in India: Opportunities and Challenges. Madhya Bharti -Humanities and Social Sciences Vol-85, No. 12, UGC Care Group I Journal. 2024.
  • 45.  Ergün Z, Bayram AT, Bayram GE: Challenges and Opportunities in Rural Women's Entrepreneurship: Navigating Financial, Infrastructural, and Societal Barriers. Empowering Women Through Rural Sustainable Development and Entrepreneurship. 2025; 1–14.
  • 46.  James I, Onoshakpor C: Challenges and opportunities for informal female entrepreneurs in Nigeria using the 5M framework. J. Small Bus. Enterp. Dev. 2025. Publisher Full Text
  • 47.  Azim MI, Rahman S: Digital Financial Inclusion: A Lifeline for Sustainable Development Goals—Lessons from Bangladesh Through Crisis and Beyond. Financing of Sustainable Development Goals (SDGs) Challenges and Opportunities. Cham: Springer Nature Switzerland; 2025; pp. 193–216.
  • 48.  Imo IO, Ekechukwu NB: The Role of Women-Led Social Enterprises in Achieving SDG3. International Journal of Entrepreneurial Knowledge. 2024; 12(2): 93–115. Publisher Full Text
  • 49.  Uwantege A, Mbabazi B: Gender-sensitive financial policies and women’s access to credit in Rwanda. Journal of Financial Inclusion. 2023; 12(3): 45–62.
  • 50.  Ajala T: Gender discrimination in land ownership and the alleviation of women’s poverty in Nigeria: A call for new equities. International Journal of Discrimination and the Law. 2017; 17(1): 51–66. Publisher Full Text
  • 51.  Kumar S, Sahoo S, Lim WM, et al.: Religion as a social shaping force in entrepreneurship and business: Insights from a technology-empowered systematic literature review. Technol. Forecast. Soc. Chang. 2022; 175: 121393. Publisher Full Text
  • 52.  Roka YB: Women-led Enterprises for Poverty Reduction in Pokhara. Janaprakash Journal of Multidisciplinary Research. 2024; 2: 65–78. Publisher Full Text
  • 53.  Vijaya GS, Almasri R: A study of women entrepreneurship in Saudi Arabia. International Journal of Advanced Engineering, Management and Science. 2016; 2(12): 1159–1956.
  • 54.  Alreshoodi SA, Rehman AU, Alshammari SA, et al.: Women Entrepreneurs in Saudi Arabia: A Portrait of progress in the context of their drivers and inhibitors. Journal of Enterprising Culture. 2022; 30(03): 375–400. Publisher Full Text
  • 55.  Yunis MS, Hashim H, Anderson AR: Enablers and constraints of female entrepreneurship in Khyber Pukhtunkhawa, Pakistan: Institutional and feminist perspectives. Sustainability. 2018; 11(1): 27. Publisher Full Text
  • 56.  Rahayu NS: The Intersection of Islamic Microfinance and Women’s Empowerment: A Case Study of Baitul Maal Wat Tamwil in Indonesia. Int. J. Financial Stud. 2020; 8(2): 37. Publisher Full Text
  • 57.  Soemitra A, Kusmilawaty, Rahma TIF: The role of micro Waqf bank in women’s Micro-Business empowerment through Islamic social finance: Mixed-Method evidence from Mawaridussalam Indonesia. Economies. 2022; 10(7): 157. Publisher Full Text
  • 58.  Abdullah: Role of Education in women Development. BULLET: Jurnal Multidisiplin Ilmu. 2023; 2(2): 344–350.
  • 59.  Akpuokwe CU, Chikwe CF, Eneh NE: Leveraging technology and financial literacy for women’s empowerment in SMEs: A conceptual framework for sustainable development. Global Journal of Engineering and Technology Advances. 2024; 18(3): 020–032. Publisher Full Text
  • 60.  Pergelova A, Manolova T, Simeonova-Ganeva R, et al.: Democratizing entrepreneurship? Digital technologies and the internationalization of female-led SMEs. J. Small Bus. Manag. 2019; 57(1): 14–39. Publisher Full Text
  • 61.  Braun P, Birdthistle N, Flynn A: Beyond COVID-19: women entrepreneurs and e-commerce policy in the Asia-Pacific. Women's Entrepreneurship Policy. Edward Elgar Publishing; 2023; pp. 192–213.
  • 62.  Lee JN, Morduch J, Ravindran S, et al.: Poverty and Migration in the Digital Age: Experimental Evidence on Mobile Banking in Bangladesh. Am. Econ. J. Appl. Econ. 2021; 13(1): 38–71. Publisher Full Text
  • 63.  Ahmed MS, Rony RJ, Khan SS, et al.: Towards Exploration of the Factors Affecting Mobile Banking of Bangladeshi Women during COVID. SSRN Electron. J. 2021. Publisher Full Text
  • 64.  Neneh BN: Performance implications of the interrelationship between risk-taking and family support for women-owned businesses: evidence from South Africa. Int. J. Entrep. Small Bus. 2019; 38(1/2): 102–119. Publisher Full Text
  • 65.  Srinivasan S, Vallipriya R: Empowering Women Entrepreneurs and Developing Family Businesses. IGI Global; 2025.
  • 66.  Nanyanzi M, Katumba P, Tibaingana A: Spouse Support, Innovative Behaviour and Entrepreneurial Effectiveness of Women-Owned Agricultural Small and Medium Enterprises (SMEs) in Uganda. International Journal of Applied Research in Management and Economics. 2024; 7(1): 15–30. Publisher Full Text
  • 67.  Acquah OBED: The effects of security and performance risks on customers’ intention to utilize electronic banking based on unified theory of acceptance and use of technology. Winneba: University of Education; 2021. (Doctoral dissertation).
  • 68.  Ghosh PK, Ghosh SK, Chowdhury S: Factors hindering women entrepreneurs’ access to institutional finance—an empirical study. J. Small Bus. Entrep. 2018; 30(4): 279–291. Publisher Full Text
  • 69.  Mwangi M, Ouma S: Legal Challenges Facing Women Entrepreneurs in Kenya: A Case Study of Nairobi County. Int. J. Bus. Soc. Sci. 2021; 12(3): 45–53.
  • 70.  Mukamuhoza P, Kengere OA, Nyabera OS: Micro-Credit Services and Growth of Women Enterprises in Rwanda: A Case of Urwego Opportunity Bank. J. Financ. Account. 2023; 7(11): 184–197.
  • 71.  Yasin RFF, Mahmud MW, Diniyya AA: Significance of financial literacy among women entrepreneurs on halal business. Journal of Halal Industry & Services. 2020; 3: 1–9.
  • 72.  Egbo OP, Ezeaku H, Igwemeka E, et al.: Financial literacy and access: revisiting the bridges and barriers to women entrepreneurship in Nigeria. Revista Amazonia Investiga. 2020; 9(29): 436–444. Publisher Full Text
  • 73.  Hasan R, Ashfaq M, Parveen T, et al.: Financial inclusion – does digital financial literacy matter for women entrepreneurs? Int. J. Soc. Econ. 2023; 50(8): 1085–1104. Publisher Full Text
  • 74.  Gumbo L, Marimuthu F, Vengesai E: Financial literacy competencies of women in agribusiness and their financial experiences during a pandemic. The Southern African Journal of Entrepreneurship and Small Business Management. 2023; 15(1): 1–11. Publisher Full Text
  • 75.  Mozumdar L, Hagelaar G, van der Velde G , et al.: Determinants of the business performance of women entrepreneurs in the developing world context. J. 2020; 3(2): 215–235. Publisher Full Text
  • 76.  Gasparin M, Green W, Lilley S, et al.: Business as unusual: A business model for social innovation. J. Bus. Res. 2021; 125: 698–709. Publisher Full Text
  • 77.  Maziriri ET, Nyagadza B, Chuchu T: Key innovation abilities on capability and the performance of women entrepreneurs: the role of entrepreneurial education and proactive personality. Business Analyst Journal. 2023; 44(2): 53–83. Publisher Full Text
  • 78.  Suseno Y, Abbott L: Women entrepreneurs' digital social innovation: Linking gender, entrepreneurship, social innovation and information systems. Inf. Syst. J. 2021; 31(5): 717–744. Publisher Full Text
  • 79.  Nasir M, Nasir S, Sajjad S: Women Entrepreneurship and Empowerment in Pakistan: Gender, Culture, Education and Policy in Broader Perspective. Journal of Managerial Sciences. 2021; 15(4): 1–22.
  • 80.  Heponiemi T, Gluschkoff K, Leemann L, et al.: Digital inequality in Finland: Access, skills and attitudes as social impact mediators. New Media Soc. 2021; 25(9): 2341–2360.
  • 81.  Sarkki S, Dalla Torre C, Fransala J, et al.: Reconstructive social innovation cycles in women-led initiatives in rural areas. Sustainability. 2021; 13(3): 1231. Publisher Full Text
  • 82.  Patterson N, Mavin S: When patriarchy and individualism collide: experiences of women entrepreneurial leaders. Int. J. Gend. Entrep. 2025; 17(1): 116–134. Publisher Full Text
  • 83.  Ahmed N: Empowering Women in India Through Innovative Incubators and Accelerators for Energy Entrepreneurship. University Incubators and Their Role in the Entrepreneurial Ecosystem. 2024; 293. Publisher Full Text
  • 84.  Gupta N: Empowering Women, Transforming India: The Ripple Effect of Women-Led Startups. Bhartiyam International Journal of Education & Research. 2024 March 2024; Volume 13(II). 2277-1255
  • 85.  Smulowitz SJ, Smulowitz M, Cossin D: More risk-averse or more innovative? The effect of women board membership and aspirations on patent activity. Res. Policy. 2025; 54(1): 105109. Publisher Full Text
  • 86.  Seigner BDC, Milanov H, McKenny AF: Who can claim innovation and benefit from it? Gender and expectancy violations in reward-based crowdfunding. Strateg. Entrep. J. 2022; 16(2): 381–422. Publisher Full Text
  • 87.  Seshasai SJ, Shriya K: Empowering women entrepreneurs: How tech-driven innovation can unlock business success. New Practices for Entrepreneurship Innovation. IGI Global; 2024; pp. 218–244.
  • 88.  Phillips MJ: Empowering undergraduate women in science, technology, engineering, mathematics, and medicine: exploring experiences, fostering motivation, and advancing gender equity. Soc. Sci. 2024; 13(2): 74. Publisher Full Text
  • 89.  Rwigema PC: Initiatives Aimed at Increasing the Participation of Women in the Tech Industry in Rwanda and their Impact on Social and Economic Development. Reviewed Journal International. 2024; 5(1).
  • 90.  Wawire N, Tsuma F: Women Entrepreneurs’ Land Ownership and Performance of their Manufacturing Enterprises in Kenya. Kenyatta University Women’s Economic Empowerment (KU-WEE) Journal. 2025; 1(1): 141–163.
  • 91.  Xheneti M, Karki ST, Madden A: Negotiating business and family demands within a patriarchal society–the case of women entrepreneurs in the Nepalese context. Understanding Women's Entrepreneurship in a Gendered Context. Routledge; 2021; pp. 93–112.
  • 92.  Bhindi JS, Jangra R: Empowering Rural Women Entrepreneurs: The Intricate Tapestry of Family and Social Support Networks in India. Empowering Women Through Rural Sustainable Development and Entrepreneurship. IGI Global Scientific Publishing; 2025; pp. 139–178.
  • 93.  Monnickendam-Givon Y, Schwartz D, Gidron B: The surprising lack of connection between social networks and the enterprise success of ultra-religious female micro-entrepreneurs. Journal of Enterprising Communities: People and Places in the Global Economy. 2018; 12(3): 395–415. Publisher Full Text
  • 94.  Afrilsah M: Investigating the role of religion in shaping moral values and social norms. Mahogany Journal De Social. 2024; 1(1): 29–36.
  • 95.  Deng W, Liang Q, Wang W, et al.: How psychological perceptions and family dynamics shape necessity- and opportunity-based female entrepreneurship: the role of gender equality. Multinatl. Bus. Rev. 2025; 33(1): 170–197. Publisher Full Text
  • 96.  Nyamboga TO, Odhuno E, Okibo Bichanga W: Influence of Crediting Strategy on Growth of Small and Micro Enterprises in Kenya: A Case of Women Enterprise Fund. Asian Journal of Economics, Business and Accounting. 2019; 13(1): 1–17. Publisher Full Text
  • 97.  Haddock-Millar J, Clutterbuck D: Reciprocal mentoring in the entrepreneurial sector. Reciprocal Mentoring. Routledge; 2023; pp. 10–29.
  • 98.  Abdelwahid M, Kaoud H: Factors affecting the success of women entrepreneurs in Egypt. Int. J. Organ. Leadersh. 2022; 11(4): 444–461. Publisher Full Text
  • 99.  El-Fiky S: Shattering the second glass ceiling: an empirical study on women entrepreneurs in Egypt. Int. J. Gend. Entrep. 2023; 15(1): 1–21. Publisher Full Text
  • 100.  Beleyi F: Fostering Prosperity for African Female Entrepreneurs: Opportunities for AU–EU Cooperation in Digital Entrepreneurship Networks. Africa–Europe Cooperation and Digital Transformation. Routledge; 2022; pp. 228–242.

Comments on this article Comments (0)

Version 1
VERSION 1 PUBLISHED 20 Oct 2025
Comment
Author details Author details
Competing interests
Grant information
Article Versions (1)
Copyright
Download
 
Export To
metrics
Views Downloads
F1000Research - -
PubMed Central
Data from PMC are received and updated monthly.
 - -
Citations
SEE MORE DETAILS
CITE
how to cite this article
Ongesa Nyamboga T. Breaking Barriers: How Socio-Cultural Factors Moderate the Relationship Between Strategic Determinants and Women-Led SME Performance Across Diverse Cultures [version 1; peer review: awaiting peer review]. F1000Research 2025, 14:1140 (https://doi.org/10.12688/f1000research.167596.1)
NOTE: If applicable, it is important to ensure the information in square brackets after the title is included in all citations of this article.
track
receive updates on this article
Track an article to receive email alerts on any updates to this article.

Open Peer Review

Current Reviewer Status:
AWAITING PEER REVIEW
AWAITING PEER REVIEW
?
Key to Reviewer Statuses VIEW
ApprovedThe paper is scientifically sound in its current form and only minor, if any, improvements are suggested
Approved with reservations A number of small changes, sometimes more significant revisions are required to address specific details and improve the papers academic merit.
Not approvedFundamental flaws in the paper seriously undermine the findings and conclusions

Comments on this article Comments (0)

Version 1
VERSION 1 PUBLISHED 20 Oct 2025
Comment

Open Peer Review

Reviewer Status

AWAITING PEER REVIEW

Comments on this article

All Comments(0)

Add a comment
Sign up for content alerts

Browse by related subjects

    Alongside their report, reviewers assign a status to the article:
    Approved - the paper is scientifically sound in its current form and only minor, if any, improvements are suggested
    Approved with reservations - A number of small changes, sometimes more significant revisions are required to address specific details and improve the papers academic merit.
    Not approved - fundamental flaws in the paper seriously undermine the findings and conclusions
    Sign In
    If you've forgotten your password, please enter your email address below and we'll send you instructions on how to reset your password.

    The email address should be the one you originally registered with F1000.
    Email address not valid, please try again

    You registered with F1000 via Google, so we cannot reset your password.

    To sign in, please click here.

    If you still need help with your Google account password, please click here.

    You registered with F1000 via Facebook, so we cannot reset your password.

    To sign in, please click here.

    If you still need help with your Facebook account password, please click here.

    Code not correct, please try again
    Email us for further assistance.
    Server error, please try again.