The tripartite partnership between female entrepreneurs, banks and governments in female entrepreneurship-development: a case study of Zambia

Abstract

PurposeThis paper aims to provide insights on the void between the needs and demands of bank finance from female entrepreneurs and the supply, as well as the approaches of banks for that finance. In addition, it creates a conceptual framework recognising a tripartite and dynamic partnership amongst female entrepreneurs, banks and governments as essential to female entrepreneurship-development, based on Zambia as the context.Design/methodology/approachConcepts and theories are explained to construct a conceptual framework using the lens of multi-polar network theory and stakeholder engagement theory. In-depth discussions are facilitated through a bilateral partnership between each party and tripartite partnerships amongst female entrepreneurs, banks and governments.FindingsThe framework presents how female entrepreneurs, banks and governments are interconnected in the network as mutually benefiting stakeholders and shows their collective contribution to female entrepreneurship-development within certain contexts. The findings suggest that the sustainable development of female entrepreneurship depends on a dynamic tripartite partnership amongst female entrepreneurs, banks and governments.Research limitations/implicationsThe conceptual framework has important implications when setting up a nation’s enterprise development strategies and policies promoting inclusivity and diversity amongst a nation’s entrepreneurs. The contributions and the dynamic relationship of the three stakeholder groups should be acknowledged and considered to achieve sustainable development in female entrepreneur enterprises. The framework can be generalised to other emerging economies with similar social, economic and cultural profiles to Zambia, particularly in sub-Saharan African countries with patriarchal norms.Originality/valueThis paper extends multi-polar (network) theory and stakeholder management engagement theory, previously explained in homogeneous firms, to more complex and dynamic partnerships amongst heterogeneous organisations, i.e. female entrepreneurs, banks and governments.