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Programs designed by International development agencies and implemented in various developing countries often fail to achieve the desired outcomes because they are not tailored to the specific situation of the recipient countries. In this paper we employ two gender based theories (the liberal and social feminist theories) to explain differences in performance, business strategy, resources, and owner-manager characteristics between male and female owner-managers. From our review of the literature we develop a framework for examining gender differences in performance among small business owners in Ghana and develop propositions for subsequent investigations. We conclude that whilst the experiences of Ghanaian women are similar in some respects to those of women in the Western world, the differences are significant enough to merit programs tailored specifically to the Ghanaian situation. Assistance programs that aim at addressing differences in educational background and managerial experiences between the genders and at educating parents about the potential of their female offspring should provide a longer-term solution to any gender disparities in performance. |
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