Motives for starting and sustaining BDS : empirical evidence Kenya

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dc.creatorOtieno, Hellen
dc.creatorOlomi, Donath R.
dc.creatorKiraka, Ruth
dc.date05/14/2013
dc.dateTue, 14 May 2013
dc.dateWed, 15 May 2013 17:45:01
dc.dateThu, 18 Jul 2013 11:54:43
dc.date.accessioned2015-03-18T11:28:56Z
dc.date.available2015-03-18T11:28:56Z
dc.descriptionPaper presented at the 8th Annual London Business Research Conference, 8th -9th July, 2013, at the Imperial College, London, UK
dc.descriptionThe paper explains what motivates Business Development Services Providers (BDSPs) in Kenya to venture into and sustain their businesses. The study was done through the use of grounded theory methodology on eleven BDSPs in Kenya over twelve months between May 2008 and August 2010. The start-up motives were classified into three: extrinsic, intrinsic and philanthropic. Contrary to the dominant view that small business start-ups are driven principally by economic necessity, the study revealed that some BDSPs venture into and sustain their businesses mainly for intrinsic and philanthropic motives. These findings suggest that evaluation of sustainable BDS business should not be limited to the traditional economic theory of recovering costs but should take into account intrinsic and philanthropic rewards as well. The study enhances our understanding of “start-up motives” and “success” and in particular in the context of small firms. This knowledge is invaluable to scholars, teachers and policy makers involved in promoting small firms.
dc.description.abstractThe paper explains what motivates Business Development Services Providers (BDSPs) in Kenya to venture into and sustain their businesses. The study was done through the use of grounded theory methodology on eleven BDSPs in Kenya over twelve months between May 2008 and August 2010. The start-up motives were classified into three: extrinsic, intrinsic and philanthropic. Contrary to the dominant view that small business start-ups are driven principally by economic necessity, the study revealed that some BDSPs venture into and sustain their businesses mainly for intrinsic and philanthropic motives. These findings suggest that evaluation of sustainable BDS business should not be limited to the traditional economic theory of recovering costs but should take into account intrinsic and philanthropic rewards as well. The study enhances our understanding of “start-up motives” and “success” and in particular in the context of small firms. This knowledge is invaluable to scholars, teachers and policy makers involved in promoting small firms.
dc.formatNumber of Pages:16 p.
dc.identifier.urihttp://hdl.handle.net/11071/3541
dc.languageeng
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dc.subjectBusiness Development Services (BDS)
dc.subjectBusiness Development Services Providers
dc.titleMotives for starting and sustaining BDS : empirical evidence Kenya
dc.typeConference Paper
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