Emprendimiento Femenino en el Perú: Puntos Fuertes y Débiles para su Sostenibilidad en el Tiempo  <span class="so-article-trans-title" dir="auto"> Translated title: Feminine Entrepreneurship in Perú: Strengths and Weaknesses to its Sustainability </span>

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Abstract

Resumen Los emprendimientos femeninos peruanos muestran desarrollo continuo. Sin embargo, presentan una serie de factores limitantes que influyen negativamente en su sostenibilidad, hecho que si bien afecta a la igualdad de género y reducción de las desigualdades, también repercute en la economía nacional doméstica. Por tanto, se plantea como objetivo contribuir con información relevante en cuanto a los puntos fuertes y débiles del emprendimiento femenino en Perú. Con ese propósito, se realizó una revisión de fuentes primarias y secundarias, nacionales e internacionales, de donde se recopiló data concerniente al perfil de la mujer emprendedora, sus motivaciones, factores facilitadores y limitantes para su emprendimiento. Se encontró que un 39% de las mujeres peruanas están enmarcadas como emprendedoras, el 77.3% se encuentra en el sector informal de la economía, siendo sus motivaciones principales: sustento económico y autosuperación. En los factores facilitadores y limitantes, se percibió una variedad de características dividas en aspectos personales, familiares, sociales, económicos-financieros y tecnológicos; notándose como facilitadores a la asociatividad familiar, el fortalecimiento del apoyo institucional y redes de contacto; teniendo en contraposición, a la falta de inversión en capital social y violencia familiar. Finalmente, se propone desarrollar investigaciones y políticas que aborden las limitaciones y exploren factores facilitadores

Translated abstract

Abstract Peruvian womerís enterprises show a continuous development. However, they present limiting factors that negatively influence their sustainability over time, gender equality and inequalities reduction, as well as domestic national economy. In this way, this research aims to contribute with relevant information regarding the strengths and weaknesses within women's enterprises in Perú for their sustainability. Thereby a review of primary and secondary national and international sources was carried out, from which data was collected concerning the profile of the female entrepreneur, motivations, facilitating and limiting factors for their entrepreneurship. Consequently, it was found that 39% of Peruvian women are considered as entrepreneurs, 77.3% are in the informal sector of the economy, being their main motivations economic support and self-improvement. Additionally, in the facilitating and limiting factors, a variety of characteristics divided into personal, family, social, economic-financial and technological aspects were perceived; noticing family associativity, the strengthening of institutional support and networking as facilitators; having on the other hand, the lack of investment in social capital and family violence. Finally it is proposed to develop research and policies that address the limitations exposed and explore facilitating factors to guarantee adequate growth and its sustainability over time

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Women and the labyrinth of leadership.

Alice Eagly, Linda Carli (2007)

Two decades ago, people began using the "glass ceiling" catchphrase to describe organizations' failure to promote women into top leadership roles. Eagly and Carli, of Northwestern University and Wellesley College, argue in this article (based on a forthcoming book from Harvard Business School Press) that the metaphor has outlived its usefulness. In fact, it leads managers to overlook interventions that would attack the problem at its roots, wherever it occurs. A labyrinth is a more fitting image to help organizations understand and address the obstacles to women's progress. Rather than depicting just one absolute barrier at the penultimate stage of a distinguished career, a labyrinth conveys the complexity and variety of challenges that can appear along the way. Passage through a labyrinth requires persistence, awareness of one's progress, and a careful analysis of the puzzles that lie ahead. Routes to the center exist but are full of twists and turns, both expected and unexpected. Vestiges of prejudice against women, issues of leadership style and authenticity, and family responsibilities are just a few of the challenges. For instance, married mothers now devote even more time to primary child care per week than they did in earlier generations (12.9 hours of close interaction versus 10.6), despite the fact that fathers, too, put in a lot more hours than they used to (6.5 versus 2.6). Pressures for intensive parenting and the increasing demands of most high-level careers have left women with very little time to socialize with colleagues and build professional networks--that is, to accumulate the social capital that is essential to managers who want to move up. The remedies proposed--such as changing the long-hours culture, using open-recruitment tools, and preparing women for line management with appropriately demanding assignments--are wide ranging, but together they have a chance of achieving leadership equity in our time.