Market Potential as a Decisive Influence on the Performance of Ethnic Minority Business
Since the dawn of the 1980s much scholarly energy has been devoted to understanding the remarkable against-the-tide rise of ethnic business. Throughout virtually the entire advanced capitalist realm, members of disadvantaged racialised minorities have been in the vanguard of the entrepreneurial explosion that has come to be seen as a hallmark feature of the age. An acutely paradoxical development defying easy explanation, the development of minority-owned business — ‘development’ here being understood as emergence, numerical growth, expansion and, above all, commercial performance and earning capacity — has been addressed in a voluminous, proliferating and somewhat confusing literature (Barrett et al., 1996; Ram and Jones, forthcoming). At the extremes, explanations range from the entreprogenic properties of traditional religious beliefs imported by migrants into modern society as part of their cultural baggage (Werbner, 1984);1 to self-employment as a last-ditch survival option in the face of what Parker (1994) calls ‘the twin perils of racism and recession’ (Jones, 1989).
KeywordsMarket Orientation Decisive Influence Opportunity Structure Minority Business Market Space
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