Purpose: By drawing upon institutional theory, the purpose of this paper is to investigate the role of four critical resources (credit, electricity, contract enforcement and political governance) in explaining the quality of entrepreneurship and the depth of the supporting entrepreneurship ecosystem in Africa.Design/methodology/approach: A quantitative approach based on ordinary least squares regression analysis was used. Three data sources were employed. First, the Global Entrepreneurship Index (GEI) of 35 African countries was used to measure the quality of entrepreneurship and the depth of the entrepreneurial ecosystem in Africa which represents the dependent variable. Second, the World Bank’s data on access to credit, electricity and contract enforcement in Africa were also employed as explanatory variables. Third, the Ibrahim Index of African Governance was used as an explanatory variable. Finally, country-specific data on four control variables (GDP, foreign direct investment, population and education) were gathered and analysed.Findings: To support entrepreneurship development, Africa needs broad financial inclusion and state institutions that are more effective at enforcing contracts. Access to credit was non-significant and therefore did not contribute to the dependent variable (entrepreneurship quality and depth of entrepreneurial support in Africa). Access to electricity and political governance were statistically significant and correlated positively with the dependent variables. Finally, contract enforcement was partially significant and contributed to the dependent variable.Research limitations/implications: A lack of GEI data for all 54 African countries limited this study to only 35 African countries: 31 in sub-Saharan Africa and 4 in North Africa. Therefore, the generalisability of this study’s findings to the whole of Africa might be limited. Second, this study depended on indexes for this study. Therefore, any inconsistencies in the index aggregation if any could not be authenticated. This study has practical implications for the development of entrepreneurship in Africa. Public and private institutions for credit delivery, contract enforcement and the provision of utility services such as electricity are crucial for entrepreneurship development.Originality/value: The institutional void is a challenge for Africa. This study highlights the weak, corrupt nature of African institutions that supposedly support MSME growth. Effective entrepreneurship development in Africa depends on the presence of a supportive institutional infrastructure. This study engages institutional theory to explain the role of institutional factors such as state institutions, financial institutions, utility providers and markets in entrepreneurship development in Africa.

Purpose: The purpose of this paper is to examine the mediating role of entrepreneurial intention (EI) in relation to the influence of the five dimensions of entrepreneurial self-efficacy (ESE) on nascent behaviour.Design/methodology/approach: The study relies on a quantitative approach where primary data were collected from 294 final year undergraduate students at a public university in Zambia. The data were examined by using correlation, logistic regression and mediation analyses.Findings: The findings indicate that each of the five dimensions of ESE is positively and significantly related with EI. Additionally, each of the ESE dimensions, except the financial aspect, is positively correlated with nascent behaviour. Finally, the results show that the influence of ESE dimensions on nascent behaviour is significantly mediated by intention.Research limitations/implications: The study took place in a public university in Zambia; more universities could be involved to improve the generalisability of the study conclusions.Practical implications: The study shows that the five ESE dimensions positively influence not only business start-up intention but also nascent behaviour. To motivate graduates’ involvement in business start-up, there is a need to tailor training and practical pedagogical approaches on entrepreneurship that are focussed on developing the five ESE dimensions.Originality/value: This paper extends an emerging body of knowledge which has not been fully investigated in terms of the mediating role of intention on the relationships between dimensions of ESE and nascent behaviour. The study also makes a valuable contribution to the under-researched context of Zambia and African entrepreneurship.

Research on how trust develops and why it matters in family businesses is in development. Our study investigates the emergence and the evolution of trust in family business leaders. Drawing on the New Systems Theory, we also examine the impact of family influence on trust. Multiple semi‐structured interviews were performed in three Chinese family businesses. Results suggest that relationship‐based particularistic trust prevails at the start‐up stage because of the void of governance mechanisms. As businesses grow, particularistic trust gradually gives way to institution‐based system trust. Evidence further indicates high family influence catalyzes particularistic trust initially and restricts system trust subsequently.

The purpose of this paper is to understand the conditions that influence family CEOs’ resilience in times of crisis. Drawing upon social cognitive theory and adopting a fuzzy-set qualitative comparative analysis analytic approach, the article analyzes data from 67 family businesses. The findings show that CEO resilience emerges from the interplay of different sets of conditions in single- and multi-generational family businesses. The study makes the contribution that CEO resilience is contingent on dynamics at individual, family, and business levels, suggesting that CEO resilience in crisis times reflects a “crisis bricolage” of “making do” with resources that are “in hand” and “within reach.”

Purpose: Training remains an important factor in developing the managerial effectiveness and capability of small and medium-sized enterprises (SMEs), yet there are concerns regarding the quality of training provided to SME managers in Ghana, hence the weak managerial capabilities observed in SME management. This study, therefore, examines the impact of managerial training on the effectiveness of SME managers in Ghana.Design/methodology/approach: Drawing on the human capital theory (Becker, 1962; Rosen, 1977), this study employs the variance-based estimating technique, partial least square structural equation modelling (PLS-SEM) in estimating the effects of training on the managerial effectiveness of SME managers. Adopting a stratified random sampling technique, the study uses primary data collected from 506 SMEs in Ghana to test 4 hypothesised paths.Findings: First, the model result indicates that training accessibility and training content are statistically significant in explaining managerial effectiveness at a 1% level. However, both training efficiency and training frequency are statistically insignificant in explaining managerial effectiveness in Ghana. Second, while the industry category is found to influence the relationship between training and managerial effectiveness, gender, manager's age and education are insignificant in explaining any effects.Research limitations/implications: Though the sample size is large, the findings from this study could not be generalised to the whole of Ghana since it is regionally based. The study could benefit immensely from a triangulated method where a qualitative dimension could provide deeper insight into some of the findings in this study.Originality/value: Studies of this nature focussing on the managerial effectiveness of SME managers in the Ghanaian context is rare. This is one of the few studies in the Ghanaian research context which focuses on the capability development approach in the delivery of managerial training to SMEs.

This study examines the impact of intergenerational leadership on innovative capability and business performance. Applying a resource orchestration perspective to data from 531 family businesses in China, the results suggest that innovative capability is positively related to growth performance of family businesses. Furthermore, family businesses in solo control by one generation demonstrate a higher positive relationship between innovative capability and performance than those jointly controlled by two generations. This suggests that intergenerational leadership hampers the realization of the potential of innovation.