Researchers urge new approach to supporting women entering business

Women entrepreneurs could gain greater access to finance, leadership opportunities and professional networks if business-support systems are redesigned around digital working, researchers argue in a new study. The researchers from the University of East London say that digital technology should no longer be treated as an optional addition to entrepreneurship programmes, but as a central part of how women are supported to launch and expand companies.

The call comes as women continue to face structural disadvantages in business. These include unequal access to investment, limited professional networks, reduced representation in leadership roles and a disproportionate share of unpaid care responsibilities. Traditional business models often assume that entrepreneurs can work fixed hours, travel frequently and maintain uninterrupted access to offices, mentors and financial institutions. For many women, particularly those balancing childcare or other forms of care, those assumptions can make entrepreneurship harder than it needs to be.

A paper published in the Journal of Management Development proposes “digital workplace innovation” as a framework for addressing some of these barriers. The concept includes remote and hybrid working, online collaboration, cloud-based business tools, digital communication platforms and technology-enabled training. These systems can allow entrepreneurs to manage teams, meet clients, store documents, analyse data and access professional communities without being physically present in a particular workplace.

The study is based on a review of five decades of research involving more than 12,000 published papers. Rather than examining a single business sector or one national economy, the researchers trace how thinking about women’s entrepreneurship has developed over time. They use that evidence to propose a new model for the digital era, linking technological access with entrepreneurial confidence, business experience, social capital and leadership development.

According to the researchers, digital tools can help women build capabilities gradually and with greater flexibility. Online courses and virtual mentoring may provide access to knowledge that would otherwise require travel or attendance at scheduled events. Cloud-based accounting, customer relationship management systems and e-commerce platforms can reduce the cost of running a business, while digital marketplaces can connect small firms with customers beyond their local areas. Remote collaboration can also enable women to gain experience in project management and team leadership without relying exclusively on conventional office-based roles.

The technical value of these tools lies in how they alter the location, timing and scale of business activity. Cloud computing, for example, allows authorised users to access shared software and data through internet-connected devices rather than relying on a single physical computer. Collaboration platforms can record decisions, coordinate tasks and maintain communication across distributed teams. Digital payment systems and online sales channels can shorten the distance between a small enterprise and its customers. When combined with appropriate training, these technologies can lower some of the time and logistical costs that traditionally restrict participation in entrepreneurship.

The researchers nevertheless warn that technology alone will not eliminate inequality. A laptop, broadband connection or business application is not enough if users lack the skills to operate it, cannot afford reliable connectivity or work within organisations designed around exclusionary assumptions. Digital programmes must therefore be supported by investment in digital literacy, accessible training, inclusive workplace design and institutional support. Policymakers and business organisations will also need to consider cybersecurity, data protection, online harassment and the risk that flexible work could create an expectation of constant availability.

Professor Kirk Chang of the Royal School of Business and Law said that longstanding barriers facing women remain real, but that the changing nature of work creates an opportunity to rethink how support is delivered. Digital skills, flexible working arrangements and access to technology, he said, should form part of the foundation of entrepreneurship policy rather than being offered as supplementary benefits.

Senior Lecturer in Business Administration Dr Ozlem Ozdemir said the research challenges the assumption that women must simply adapt to traditional entrepreneurial models. As companies increasingly depend on digital communication, online sales and distributed teams, she said, the model of entrepreneurship itself needs to reflect how modern businesses operate. The researchers also emphasise the importance of experienced women entrepreneurs, who can mentor emerging founders, share practical knowledge and help younger business owners navigate barriers that are often invisible in formal training programmes.

The authors hope their framework will help universities, governments and business-support organisations design more effective interventions. Its central message is that digital transformation should be evaluated not only as a way to improve productivity, but also as a potential mechanism for widening participation. If training, finance, mentorship and technology access are developed together, digital workplaces could help more women move from business ideas to sustainable enterprises—and make entrepreneurship more compatible with the realities of modern life.

Web References: https://www.emerald.com/jmd/article-abstract/45/4/635/1316830/Women-entrepreneurship-theory-through-digital?redirectedFrom=fulltext

References: Kirk Chang, Ozlem Ozdemir and Ritu Kumari, “Women entrepreneurship theory through digital workplace innovation: a new concept,” Journal of Management Development. DOI: 10.1108/JMD-06-2025-0331