International Journal of Business and Applied Social Scienc e
EISSN: 2469-6501
VOL: 5, ISSUE:7
JULY/2019
DOI: 10.33642/ijbass.v5n7p10
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Entrepreneurial Growth: Challenges to Young Omani Entrepreneurs
Dr. Subrahmanian Muthuraman
Assistant Professor
Faculty of Business Studies
Arab Open University
E-mail: subrahmanian.m@aou.edu.om
Sultanate of Oman
Dr. Mohammed Al Haziazi
Associate Professor
Faculty of Business Studies
Arab Open University
Sultanate of Oman
Abstract
Entrepreneurship plays an important role in economic prosperity and social stability in many developed
countries. Entrepreneurship has been adopted as a strategy to promote economic activities among young
people. There is a growing interest in understanding the various challenges of youth entrepreneurship. The
main purpose of this study was to assess the challenges in entrepreneurial growth of young entrepreneurs in
the Sultanate of Oman. This research was set out to investigate the obstacles that young people encounter
when setting up their businesses; the current obstacles that prevent the expansion of their entrepreneurial
ventures; as well as the prospects for youth entrepreneurship development in this community. The study
employed a descriptive survey research type and used convenience sampling technique to collect data. A
standardized questionnaire was used as an instrument to collect data to establish the perceptions of 52
young Omani entrepreneurs. This paper is significant in that it brings insights on challenges for
entrepreneurship in Oman. The importance of stimulating the entrepreneurial spirit, values, and attitudes of
young people and encouraging innovative business start-ups while fostering a more entrepreneur-friendly
culture must be translated into actual and effective policy actions in Oman. We consider that supporting
youth entrepreneurship must be an Oman’s priority.
Keywords: Entrepreneurship, Challenges, Young Entrepreneur, Growth and Economic Development
Introduction
Economic development, achieved largely through young entrepreneurship growth, is very important to both
developed and developing nations. Entrepreneurship is not a miracle solution for solving the youth unemployment
crisis, as only a minority of young people has the right skills, ideas and personality traits (Ceptureanu & Ceptureanu
2015). Ongoing demographic transitions in certain regions of the world, by which the proportion of young women
and men is significantly increased compared to other age groups, has opened a window of opportunity to invest in
young people who will be the next generation of workers and entrepreneurs. This opportunity, if invested in, will
enable countries to reduce poverty and leapfrog stages of economic and social development (ILO,2005). The world
is in the transition of searching for more innovative ways to combine economic growth, the reduction of poverty and
equitable development in a more environmentally sustainable manner. There is a mounting concern in all corners of
the world for the reduction of the unemployment rate to ensure the quality of present and future life (Tessema,
2015). Youth micro and small scale enterprises (MSEs) which are considered to be increasingly becoming important
economic actors in generating income and employment throughout the world since this sector on average contributes
about 67% employment to the total labour force in most of the developing countries (Yordanos Mekonnen, 2006).
Entrepreneurship focuses on economic growth, economic competitiveness, job creation, as well as
improvement of social welfare in any country (Fatoki 2011). Today’s young generation experience faces manifold
challenges. Thus, at least to minimize such challenges of young people regarding being unemployed, countries
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should create a conducive environment to promote young entrepreneurship. Because of this fact, there is a growing
interest in understanding the various challenges of youth entrepreneurship. Therefore, the importance of youth
entrepreneurship development cannot be underestimated in the Sultanate of Oman. The concept of youth entrepreneurship is
progressively gaining momentum within the Omani society. Various studies have much focused on the analysis of socioeconomic conditions and problems faced by youth, but the studies on youth entrepreneurship and their economic
contribution are extremely limited. Problems and potentials of youth entrepreneurs in social and economic context
virtually remain untouched.
Study Objective
The primary objective of this study is
• To assess the challenges in entrepreneurial growth of young entrepreneurs in Sultanate of Oman
• To investigate particular challenges that prevent expansion in youth entrepreneurial ventures.
• To analyze and describe the possibilities of youth entrepreneurship development in Sultanate of Oman
Literature Review
Global Entrepreneurship Monitor (GEM) defines entrepreneurship as “any attempt at new business or new
venture creation, such as self-employment, a new business organization, or the expansion of an existing business, by
an individual, a team of individuals or an established business (Kelley, Singer, et al.2012). Entrepreneurship is an
activity that involves the discovery, evaluation, and exploitation of opportunities to introduce new goods and
services, ways of organizing, markets process and raw material through organizing efforts that previously had not
existed (Venkataraman,1997). Entrepreneurship is an important process by which new knowledge is converted into
products and services (Shane and Venkataraman,2000). Evidence shows that when jobs are less, especially youth are
generally more likely to be unemployed. Economic crisis crippling the job market, young people are first to be laid
off. This has led to thousands of laid-off workers returning to rural areas where the chances for getting alternative
work are dire. Therefore, many young people are compelled to be self-employed and becoming “entrepreneurs by
necessity” rather than “entrepreneurs by choice”.
The definition of youth entrepreneurship (Chigunta 2002) is the practical application of enterprising qualities
such as initiative, motivation, creativity, and risk-taking into the work environment (either in self-employment or
employment in small start-up firms), using the appropriate skills necessary for success in that environment and
culture. (Schnurr and Newing, 1997). Although the literature on youth entrepreneurship is very limited, there is
evidence that young people think that working for themselves as a career option as it offers them an interesting job,
freedom, and autonomy, which another working atmosphere might not provide (Greene and Storey 2005).
Recently, interest in youth entrepreneurship has been fueled owing to high levels of unemployment amongst
young people and as a way to foster employment opportunities or to address social exclusion. Youth entrepreneurship
has gained some more importance in recent years in many countries as a way of fostering employment opportunities,
boosting economic competitiveness and promoting local and regional development. Interestingly, the world has
adopted entrepreneurship as a strategic approach to facilitate economic participation among youth. Youth involvement in
entrepreneurship supports them to boost up their confidence, achieve economic independence and ward off their
inherited poverty. It also creates job opportunities and also ensures the development of economic growth (Sitoula,
2015).
Baker (2008) argues in his paper the present challenge of youth unemployment and investigates the role that
youth entrepreneurs play in solving these challenges.Youth Business International (2009) recommends that business,
governments and other stakeholders in a society highly perceive that supporting young entrepreneurs would result in
reducing youth unemployment and encouraging growth in the economy. Youth entrepreneurship has, therefore,
gained more importance in recent years in many countries as a way of fostering employment opportunities, boosting
economic competitiveness and promoting regional development.
Blanchflower and Oswald (1998) outlines that youth entrepreneurship has a number of significant positive
consequences; firstly, youth entrepreneurship contribute to the creation of employment to young people, both
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through self-employment and creation of new enterprises, although, majority of job creation takes place in wellestablished and growing firm, secondly, young people turn out to be innovative and develop new economic
opportunities and trends, thirdly, the introduction of new small enterprises contribute to the overall competitiveness
of local economies, fourthly, self-employment might lead to increased job satisfaction among youth people. There is
growing recognition among governments and international multi-lateral organization that as jobs become scared,
youth entrepreneurship becomes an important strategy for integrating youth into labor markets thereby addressing
unemployment challenges (Murithii 2013).
Investing in entrepreneurial ventures and educating people to start-up those ventures can be an invaluable
tool to advance human resources to promote socio-economic development. Therefore youth entrepreneurs have an
important role to play in the process of industrial as well as economic development. They could assist to generate
employment opportunities for youth, to raise income for them and to break the vicious circle of poverty (Chigunta, 2002).
Youth unemployment is an immense waste of human resources that could contribute to economic and social
progress. Youth run enterprises also provide valuable goods and services to society, especially the local community
(Chigunta,2002). This results in the revitalization of the local community. It has also been observed that new small
firms tend to raise the degree of competition in the product market, thereby bringing gains to consumers (Curtain,
2000). Furthermore, this kind of enterprises run by young people may create linkages between youth entrepreneurs
and other economic factors, such as through sub-contracting, franchising and so on (White and Kenyon, 2001).
Conceptual Framework
HR
Finance
Motive
Personal
Capital
Start
Up
Entrepreneurial
Challenges
Entrepreneurial
Growth
Production
Govt
Support
Market
Admin
Challenges for Young Entrepreneurs
Youth entrepreneurship offers a lot of potential for young people, but the young people in Sultanate of Oman
are less likely to engage in entrepreneurial activities and the levels of entrepreneurship among young people are the
lowest. As for the startup motives, as noted in the theory of planned behavior, intention for a startup is driven by the
motivation of the income-generating opportunities connected to the startup. The most influential factor that has
contributed positively and significantly to ‘enterprise performance’ is startup motives. How motivated entrepreneurs
are to start a new enterprise is the most crucial factor that positively influences microenterprise performance owned
and managed by young entrepreneurs (Mamun, et.al, 2016). It is hardly news that in today's lending environment,
entrepreneurs are finding it difficult to secure conventional loans for startup businesses or the acquisition of existing
businesses or franchises (Hopson and Hopson, 2014). Startups and small businesses are facing many challenges in
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terms of financing their activities. These types of companies cannot access the capital market or to make IPO or to
borrow money from banks like big, mature or well-known companies (who were at their beginnings startups or
small businesses). They have to find different sources for financing their ideas/products/services that are in many
cases very risky, hazardous or too ambitious. But, fortunately, the financing alternative for these companies have
evolved during the last post-crisis years. They can find some investors that are willing to invest in a non-name
company by accessing crowdfunding platforms, impress angel investors, or attracting venture capital (Herciu, 2017).
In recent years Omani Government has increased its attention towards promoting entrepreneurial activities in the
country as these activities are regarded as a driving force for innovation. The government through its ministries may
set up an appropriate policy and procedure that would facilitate the creation of new businesses, especially amongst
graduates. (Subrahmanian Muthuraman et al., 2017)
Youths appear to be facing barriers preventing some from turning ideas into business. These challenges arise
in the areas of social attitudes, lack of skills, inadequate entrepreneurship education, lack of work experience, lack of
capital, lack of networks and market barriers. Many of them are interrelated, which implies the need for a package of
policy tools, rather than a single general solution (OECD,2012). Entrepreneurs with greater initial financial
resources are more likely to succeed. Young people are in a disadvantaged position because not only will they have
low personal savings, but they will also find it more difficult than adults to obtain external finance, including debt
finance. Banks apply a set of parameters in the assessment of loan proposals, which include credit history, past
business performance, and collateral, which are all likely to be lower in youth-owned firms (Ceptureanu and
Ceptureanu 2015). Market barriers also affect youth entrepreneurship. Financial markets may be biased away from
supporting youth businesses. Youth-owned businesses may also face discrimination in product markets, with
customers who can be sceptics about the reliability of their products or services. Similarly, due to limited resources,
youth-owned firms are more likely to enter industries with low entry barriers where competition is fierce
(Ceptureanu and Ceptureanu, 2015).
Methodology
The focus of this research is to assess the challenges in entrepreneurial growth of young entrepreneurs in the
Sultanate of Oman with its factors. The post-test survey questionnaires were developed in conjunction with the
literature review aimed at understanding respondents’ challenges towards entrepreneurship. The study adopted the
survey research design using a structured questionnaire. The questionnaire also collects data on the six challenges
such as finance, human resource, marketing, administration, personnel, the production which will assess the challenges in
entrepreneurial growth of young entrepreneurs towards entrepreneurship. The dependent variable is the success
factor for entrepreneurial growth while the independent variables are finance, human resource, marketing,
administration, personnel, production challenges.
Research Instrument and its Reliability
The major instrument for collecting data is the questionnaire. The questionnaire was developed to assess the
challenges in entrepreneurial growth of young entrepreneurs in the Sultanate of Oman. Few questions on the
demographic variable, attributes of entrepreneur and anticipated challenges for the young entrepreneur. In this
research, the respondents were required to indicate their opinion on each statement on a five-point Likert type scale:
1=strongly agree to 5=strongly disagree.
The questionnaire was submitted to the experts in the field of entrepreneurship for getting feedback. Based
on their feedback minor changes has been made on the questionnaire and distributed to few sample population for
the pilot study and the reliability was calculated with the help of Cronbach alpha (Hair et al., 1998). Cronbach Alpha
value was calculated and it was found to be 0.846 and the total numbers of questions were 53. The values were
found to be in the range of 0.60 and 0.90, hence it might be suggested that all the scales met the reliability condition
(Hair et al., 1998, p.118).
Sampling
The survey population of this study consists of various young entrepreneurs in the Sultanate of Oman.
Convenience sampling method was used to draw 72 samples from various entrepreneurs in Muscat City. The
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respondents were clearly explained about the purpose of this research before collecting data. 57 completed
questionnaires were returned. Due to some limitations, the sample size was 57 young entrepreneurs, but accuracy is
not compromised, all the samples were thoroughly evaluated and on the other hand it was found that there were few
errors in 5 samples; they were not valid, so it got removed and finally 52 samples were taken for the final analysis.
Discussion & Results
The data that was collected for this study was processed manually through coding and then entered
electronically. The Microsoft Excel and Statistical Package for Social Sciences (SPSS) were used for the analysis.
The use of statistical distributions such as tables showing frequencies and percentages were adopted in the study.
Descriptive analyses were used to compare the demographic data of the study participants. The weighted average
method was adopted for all the six challenges such as finance, human resource, marketing, administration,
personnel, production. The hypotheses stated in the study were analyzed with the help of Chi-Square, Independent
T-Test, Friedman Test and Multiple Regression.
Descriptive Analysis
Table 1 presents the demographics data based on age, education and gender of respondents with their
description range and frequency.
Description
Frequency
Percentage
21 – 30
22
42
Age
31 – 40
30
58
Masters
18
34
Bachelors
24
46
Education
Diploma
04
8
Up to 12
04
8
No Education
02
4
Male
44
85
Gender
Female
08
15
The analysis reveals that majority of the respondents 58% were in the age group of 31-40, 42% fall between
the age bars of 21-30. In respect to the education of the respondents, 46% of them are bachelors, 8% of them are a
diploma, 8% of them are up to class 12 and the remaining 34% were Master’s education. In respect to the gender,
85% of the young entrepreneurs are men and only 15% of the respondents are female.
Table 2 Type of Industry
Type of Industry
Trading
Service
Manufacturing
Construction
Engineering
Agriculture
Total
Frequency
20
12
04
06
08
02
52
Percentage
38
23
08
12
15
04
100
The analysis shows that 38% of the entrepreneurs are doing trading business, 23% of them are having a
service business, 15% of them are in engineering, 12% of them are construction, 8% of them in manufacturing and
the remaining 4% are doing agricultural business.
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Type of Industry
Sole Proprietorship
Partnership
Private Limited
Public Limited
Total
Table 3 Type of Ownership
Frequency
32
08
10
02
52
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Percentage
62
15
19
04
100
The analysis shows clearly that 62% of the young entrepreneurs are sole proprietors and doing their business
independently, 19% of them have privately limited, 15% of them have the partnership and only 4% of the entrepreneurs
are having public limited companies.
Table 4 Information about Business
Description
Frequency Percentage
Up to 3 years
18
35
4 - 6 years
22
42
Period of Business Operation
7- 10 years
02
04
above 10 years
10
19
Up to 25
46
88
Current Strength of Employees
26-50
06
12
The analysis about the period of business operation shows that 42% of the entrepreneurs are doing their
business between 4-6 years whereas 35% of the entrepreneurs are doing business less than 3 years, it shows that they
are very young in respect of age and also in business. In respect to the employee strength, 88% of the entrepreneurs
are doing business with less than 25 employees in their business.
Table 5 Best describes the company situation
Company Situation
Frequency Percentage
I have created my present company myself
46
88
It is a family business I have "inherited"
02
04
It is a business I have take-over/purchase of another enterprise
04
08
Total
52
100
The young entrepreneurs were asked about their company situation how they have started their business, it
was found that 88% of the entrepreneurs have created their own business which is one of the most welcoming
factors for the growth of economic development.
Table 6 Motivation to start the business
Motivation
Frequency
Percentage
Profit / Money Making
24
46
Social Status
00
00
Entrepreneurship education and training
04
08
Entrepreneurial skills
16
31
Economic participation rather than being employed
08
15
Total
52
100
The young entrepreneurs were asked the motive behind their staring of business, it was revealed that 46% of
them were started for making profit, 31% of them were started because they felt that they have entrepreneurial skills,
15% of them started their business keeping in their mind that they will support the economic development.
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Table 7 Source of capital for the business
Source of Capital
Frequency
Percentage
Own investment
38
73
Friends and relatives
08
15
Government support
02
04
Bank loan
02
04
Venture Capital
00
00
More than 1 from the above
02
04
Total
52
100
The entrepreneurs were asked to provide the main source of capital for starting their business and it was
tabulated, 73% of the entrepreneurs started their business with their funds and 15% of them received from their
friends and relatives. The sad part is that they find it a little difficult to get from various other sources of funds.
Table 8 Premises used for your business
Business Premises
Frequency
Percentage
Own
04
08
Rental
48
92
Lease
00
00
Total
52
100
It is very clear that 92% of the young entrepreneurs are operating their business in the rental premises and
only 8% of them are operating in their premises, there is no concept of the lease in Oman.
Weighted Average Analysis
The weighted average analysis was conducted for six challenges such as finance, human resource, marketing,
administration, personnel, production. In each challenge, the researcher was trying to list out the important factor in
rank order.
Table 9 Personal Challenges
Score
Avg
Rank
Personal Challenges
1
2
3
4
5
Lack of self confidence
14
24
04
04
06
120
2.31
5
Entrepreneurial Education & Training
10
12
08
16
06
152
2.92
4
Lacks management skill to run the business
12
08
08
16
08
156
3.00
3
Combining work and family life
Limited networks and industry contacts
04
06
08
14
14
08
18
20
08
04
174
158
3.35
3.04
1
2
From the weighted average analysis (Table 9) it was found that combining work and family life will be the
biggest challenge and another important challenge is that the entrepreneurs have limited networks and industry
contacts followed by lacks management skill to run the business.
Table 10 Financial Challenges
Financial Challenges
1
2
3
Access to reliable sources of funding
06
00
14
Access to competitive borrowing rates
00
06
20
Managing accurate financial record-keeping
06
12
16
Obtaining funding from financial institutions
02
08
16
Managing Working Capital
02
12
08
4
18
16
12
16
22
5
14
10
06
10
08
Score
Avg
Rank
190
186
156
180
178
3.65
3.58
3.00
3.46
3.42
1
2
5
3
4
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Table 10 presents the ranking of financial challenges faced by young entrepreneurs, according to the young
entrepreneurs, access to a reliable source of funding was the greatest challenge. Access to competitive borrowing
rate and obtaining funding from a financial institution are the major challenges concerning finance.
Table 11 Human Resource Challenges
Score
Avg
Rank
Human Resource Challenges
1
2
3
4
5
Hiring and keeping good, reliable staff
Maintaining a healthy working Culture
Availability of trained & skilled workers
Lack of Motivation among workers
Retaining skilled workers
06
04
06
06
00
00
04
04
10
04
08
12
06
14
16
16
24
20
18
22
22
08
16
04
10
204
184
192
160
194
3.92
3.54
3.69
3.08
3.73
1
4
3
5
2
Hiring and keeping good, reliable staff is one of the major challenges faced by the young entrepreneurs
followed by retaining skilled workers, as they are moving out very frequently. Even the availability of trained and
skilled workers are also other important challenges with respect to Human Resource.
Table 12 Marketing Challenges
Score
Avg
Rank
Marketing Challenges
1
2
3
4
5
Access to good market information
04 04 10 18 16
194
3.73
1
Unfavorable market conditions
04 04 12 28 04
180
3.46
4
Pricing the goods/services
06 00 20 26 00
170
3.27
5
Demand Fluctuation
06 02 08 28 08
186
3.58
3
Heavy Competition
04 04 12 20 12
188
3.62
2
With respect to marketing challenges, the young entrepreneurs face a lot of difficulties to access to good
market information followed by heavy competition and demand fluctuation in the market because of current
economic condition.
Table 13 Administrative Challenges
Score
Avg
Rank
Administrative Challenges
1
2
3
4
5
The process of registering business
04
12
12
14
10
170
3.27
4
Training in business skills
06
04
08
24
10
184
3.54
1
Record Keeping
04
08
24
16
00
156
3.00
5
To find suitable premises
04
04
18
20
06
176
3.38
3
To deal with legal / governmental regulations
04
04
12
26
06
182
3.50
2
Young entrepreneurs face a lot of administrative challenges, out of which training in business skills is one of
the major challenges every entrepreneur faces followed by dealing with legal and government regulation. Sometimes
finding suitable premises is also yet another challenge for the entrepreneurs.
Table 14 Production Challenges
Production Challenges
1
2
3
4
Lack of modern technology
06
10
14
16
Finding suppliers
04
12
08
22
Quality Control System
06
04
16
22
Maintenance of Machinery
04
06
16
18
Minimization of wastage
06
02
24
14
5
06
06
04
08
06
Score
Avg
Rank
162
170
170
176
168
3.12
3.27
3.27
3.38
3.23
5
2
2
1
4
Table 14 presents the production challenges faced by the young entrepreneurs, maintenance of equipment
may be one of the major challenges followed by quality of control system and finding the suitable suppliers are other
challenges. Even though not all the respondents are directly related to the manufacturing process, they are indirectly
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related, so that is why this production challenge question was asked to all the young entrepreneurs irrespective of
their field of business.
Table 15 Ranking the challenges that business faces in the market or industry
Attributes
Financial Challenges
Production Challenges
Human Resource
Challenges
Marketing Challenges
Administrative
Challenges
Personal Challenges
1
08
02
2
00
14
3
04
16
4
06
08
5
06
08
6
28
Avg
6.77
2.96
Rank
1
04
Score
352
154
04
08
12
10
16
02
118
2.27
5
06
14
12
14
02
04
170
3.27
3
12
16
02
08
12
02
104
2.00
6
20
00
06
06
08
12
194
3.73
2
4
The young entrepreneurs were asked to give their ranking on the various challenges faced by them in the
business, it was analyzed with the help of weighted average and the above table clearly shows that majority of the
young entrepreneurs are facing much difficulties in sourcing the fund for their business followed by their challenges
and marketing challenges is yet another major challenge faced by the young entrepreneurs in Oman. All these
challenges need to be addressed with priority.
Table 16 Rank the problem during the Expansion of the business
Score
Avg
Rank
Problems
1
2
3
4
5
Financial
02 08 12 10 20
194
3.73
1
Space
10 14 08 14 06
148
2.85
4
Skilled Workers
06 08 12 12 14
176
3.38
2
Marketing
10 12 10 12 08
152
2.92
3
Technology
24 10 10 04 04
110
2.12
5
Table 16 presents the problems faced by the young entrepreneurs while they expand their business,
according to them, again they were insisting that finance will be the major challenge during their expansion of
business followed by getting a skilled worker to suit their requirements, as mentioned in the earlier table, marketing
is also yet another major challenges during their expansion of business. Otherwise, the expansion of business
depends on the market condition.
Table 17 Awareness about government support for business
Awareness about Government Support Frequency
Percentage
Very High
08
15
High
17
33
Moderate
19
36
Low
04
08
Very Low
04
08
Total
52
100
The young entrepreneurs were asked about their awareness about the Government support for starting a new
venture, it was found that 36% of the respondents were moderately aware of the government support and 33% of
them were aware of it and 15% of the young entrepreneurs were highly aware of the government support for the
entrepreneurs.
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Table 18 Rank the support required from the Government/Ministry
Support Required from
Score
1
2
3
4
5
6
7
Government
Finance
06
00
04
00
02
10
30
558
Marketing
04
06
04
02
12
20
04
108
Infrastructure
00
02
04
10
22
12
02
92
Technology
04
12
04
22
06
00
04
200
Legal Advice
10
06
20
10
04
02
00
122
Networking Opportunity
06
18
10
02
06
04
06
188
Training & Consulting
22
08
06
06
00
04
06
188
Avg
Rank
10.73
2.08
1.77
3.85
2.35
3.62
3.62
1
6
7
2
5
3
3
The above table represents the support expected from the government/ministry for the entrepreneurs, it was
found that without any hesitation all the young entrepreneurs expect financial support from the government followed
by technological support, training support for the smooth running of the business. It is very clear that from the
various analyses, the young entrepreneurs were suffering from the financial challenges which they are exploring
some opportunities to get rid of it.
Table 19 Government policies affect the business
Government Policy affect the business
Frequency
Percentage
Mostly affected
08
15
Moderately affected
36
69
No change
02
04
Not been affected
02
04
Mostly not affected
04
08
Total
52
100
The entrepreneurs were asked about how far the government policies affect their business activities and it
was found that the government policy has a moderate effect (69%) in running their business. It is usual in every
country, that there will be policies and regulation which the entrepreneurs have to follow while running their
business.
Table 20 Success factors for entrepreneurial growth
Score
Success Factors
1
2
3
4
5
Consistently exceeding performance expectations
02 02 12 22 14
200
Successfully managing my workers
02 04 08 20 18
204
Successfully managing myself
00 06 06 20 20
210
Having recognized expertise in a specific area
00 10 14 20 08
182
Gaining intercultural and language skills
02 10 04 22 14
192
Seeking out difficult or highly visible assignments
04 04 14 22 08
182
Participating in Nation Building
02 10 06 18 16
192
Contributing to Economic Development
02 06 12 10 22
200
Avg
Rank
3.85
3.92
4.04
3.50
3.69
3.50
3.69
3.85
3
2
1
7
5
7
5
3
At the end of the interview with the young entrepreneurs, it was asked to provide their success factors from
their experience in running the business. The result shows that managing self is one of the main success factors for
the success followed by managing the workers, exceeding the performance expectation and they were happy that
they contribute for the economic development of the country.
Statistical Analysis
Chi-Square Test
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Table 21-The Chi-Square Test was conducted to find the significant association between level of
education and type of ownership
Value
df
Asymp. Sig. (2-sided)
Pearson Chi-Square
19.356a
12
.080
Likelihood Ratio
22.659
12
.031
N of Valid Cases
52
The P-Value is .80. Since the P-Value is > 0.05 Reject H1. Accept Ho. There is no significant association
between level of education and type of ownership. It clearly indicates that education is not the barrier for starting up
of business. This is one of the proven facts around the world.
Table 22-The Chi-Square Test was conducted to find the significant association between Gender and
Type of industry
Value
df
Asymp. Sig. (2-sided)
Pearson Chi-Square
12.259a
5
.031
Likelihood Ratio
15.239
5
.009
N of Valid Cases
52
The P-Value is 0.031. Since the P-Value is < 0.05 Reject Ho. Accept H1. There is a significant association
between Gender and business falls under the Industry type; that is, both Males and Females not equally prefer the
type of industry. The result indicates the gender plays the main role in deciding the business type. Few businesses
will be preferred by women than men and vice versa.
Independent T-Test
Table 23-The Independent T-Test was conducted to find a significant difference between Gender and
how long operating business
Independent Samples Test
Levene's Test
for Equality of
Variances
t-test for Equality of Means
95% Confidence
Interval
F
How
long
Equal
variances
assumed
Equal
variances
not
assumed
2.88
6
Sig.
t
.096 1.668
Sig. (2- Mean
Std. Error
tailed) Difference Difference
df
Lower
Upper
50
.102
.68182
.40874 -.13915 1.50279
2.684 20.670
.014
.68182
.25405 .15297 1.21067
The group means are not statistically significantly different because of the value in the "Sig. (2-tailed)" row
is not less than 0.05. There is no significant difference between Gender and how long the operating business. The
result indicates that gender does have a significant difference in the operation of the business in terms of the number
of years in the industry.
Friedman Test:
To determine the significant differences among the various challenges faced by the young entrepreneur.
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Table 24-Friedman Test
Challenges
Personal Challenges
Financial Challenges
HR Challenges
Mean
Std. Deviation
3.0000
.92884
3.5000
.80440
3.7308
.86581
Marketing Challenges
Admin Challenges
Production Challenges
3.4231
3.2692
3.1923
Mean Rank
Test Statisticsa
2.65 N
52
3.71 Chi-Square
40.621
4.37 df
5
.84821
.76991
.97092
3.79 Asymp. Sig.
.000
3.33
a. Friedman Test
3.15
There is an overall statistically significant difference between the mean ranks of the related groups. So, there
is a significant difference among the various challenges faced by the entrepreneur(Personal, Finance, HR, Marketing,
Administrate and Production challenges). The result justified that every challenge are unique and it has its power to
influence the operation of the business. Every challenge has its direction to affect business operation. Every
entrepreneur should understand each challenge that they face and should try to find ways and means for overcoming
those challenges and win over the business.
Multiple Regression
In this study the researcher tried to explain the variation to the success factors for entrepreneurial growth
from Personal, Financial, Human Resource, Marketing, Administrative and Production Challenges faced by the
young entrepreneurs (Refer Table 25, 26 & 27).
Table 25-Multiple Regression-Model Summary
Model
1
R
.778a
R Square
.606
Adjusted R Square
.553
Std. Error of the
Estimate
.50609
a Predictors: (Constant), right person to be entrep, Characteristic features , Parents owning business, Who influenced your opinion
Table 26-Multiple Regression-ANOVA(b)
Model
1
Regression
Sum of
Squares
17.705
df
Mean Square
F
6
2.951
11.521
11.526
29.231
45
51
0.256
Residual
Total
Sig.
.000(
a)
a Predictors: (Constant), Personal, HR, Financial, Marketing, administrative and production challenges
b Dependent Variable: Success Factors
Table 27-Multiple Regression-Coefficients (a)
Model
1
(Constant)
Personal
Challenges
Financial
Challenges
HR Challenges
Marketing
Challenges
Administrative
Challenges
Production
Challenges
Unstandardized
Coefficients
Std.
B
Error
2.618
.462
.021
.114
Standardized
Coefficients
t
Sig.
.025
5.668
.181
.000
.857
Beta
95% Confidence Interval
for B
Lower
Upper
Bound
Bound
1.688
3.549
-.210
.251
-.122
.128
-.129
-.953
.345
-.379
.135
-.060
.456
.118
.154
-.069
.511
-.511
2.966
.612
.005
-.298
.147
.177
.766
-.255
.136
-.259
-1.873
.068
-.528
.019
.316
.146
.406
2.162
.036
.022
.611
a Dependent Variable: Success Factor
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The variables are explained below:
1. Dependent Variable
: Success Factor for Entrepreneurial Growth
2. Independent Variable
:
a. Personal Challenges
X1
b. Financial Challenges
X2
c. Human Resource Challenges X3
d. Marketing Challenges
X4
e. Administrative Challenges
X5
f. Production Challenges
X6
3. R Square Value
: 0.606
4. F Value
: 11.521
5. P Value
: 0.000**
The sample coefficient of determination R Square or R2 (r2 is commonly used in simple regression analysis
while R Square is approximately reserved for multiple regression analysis). It measures the goodness of fit of the
estimated SRP in terms of the proportion of the variation in the dependent variable explained by the fitted sample
regression equation or SRP. Thus, the value of R Square is 0.606 that independent variables explain 60.6% of the
variability of dependent variable, Intention to start own business is explained or accounted for by the estimated SRP
that uses Personal Challenges (X1), Financial Challenges (X2), Human Resource Challenges (X3) Marketing
Challenges (X4), Administrative Challenges (X5) and Production Challenges (X6) as the independent variable. The
information is quite useful in assessing the overall accuracy of the model. This model is significant at 5% level. The
estimated SRP or Sample Regression Equation can be written as:
Y
= 2.618 + 0.021 x1 - 0.122 x2 - 0.060 x3 + 0.456 x4 - 0.255 x5 + 0.316 x6
Result
A multiple regression was attempted to predict success factors for entrepreneurial growth from Personal,
Financial, Human Resource, Marketing, Administrative and Production Challenges faced by the entrepreneurs. The
"R" column represents the value of R, the multiple correlation coefficients. R can be one measure of the quality of
the prediction of the dependent variable; success factor for entrepreneurial growth. These variables statistically
significantly predicted success factor, F(6, 45) = 11.521, p < .0005, R2 = .606. All independent variables explain
60% (i.e R square value .606)-All six variables added statistically significantly to the prediction, p < .05. The overall
regression model is a good fit for the data. The table shows that the independent variables statistically significantly
predict the dependent variable (i.e) p <.0005 The F-ratio in the ANOVA table tested whether the overall regression
model is a good fit for the data.
Entrepreneurship Growth in Oman
The centricity of entrepreneurship policies is stimulated not only by diversification but also the necessity for
governance mechanisms to contend with a unique regional employment conundrum: an economic distortion where
expatriate labour levels and national unemployment are rising simultaneously. A growing youth population greets a
private sector that either systematically excludes or fails to attract them. With 78.4 percent of the population in
Oman under the age of 35, unemployment and underemployment are deepening challenges (Ennis, 2015). Policies
aimed at promoting entrepreneurship are thus looked to as a possible policy solution. This is not the first time
employment concerns motivated policy moves. The weak representation of citizens in the private sector labour
market in Oman is not a new story (Ennis, 2015).
Oman has started setting up business incubators represented in the Knowledge Oasis Muscat (KOM) during
2003, a joint venture with United Kingdom Technology Park Programs. Knowledge Oasis Muscat (KOM) is the
Sultanate of Oman’s flagship technology park. KOM symbolizes successful public-private partnership in nurturing
knowledge-based businesses. KOM is committed to creating an environment in which budding entrepreneurs, small
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and medium-sized enterprises and established multi-nationals can coexist, innovate and flourish within a Middle
East setting. The KOM provides some facilities including business and finance information, network building and
technology transferring. The organization has also created The Knowledge Mine (TKM) Program to assist the startup companies with a complete support package (Al Mubaraki,2008). The Knowledge Mine (TKM), a business
incubator for local entrepreneurial projects. Aimed at fostering in-country knowledge, TKM supports technologydependent start-ups by providing them affordable office space and free or highly-subsidized services like internet
and phone lines (Ennis,2015).
Promoting entrepreneurship has become one of the policy options to sustain growth and address employment.
Fostering youngsters’ entrepreneurial potential by understanding and appreciating their attitude and talents, in addition to
promoting an entrepreneurial culture among them will result in stimulation of economic growth and development for
Oman (Ibrahim, et.al,2017). Chambers of Commerce and Industry in Oman claim to be promoting entrepreneurship,
and indeed many of their members sit on boards or tangentially participate in various entrepreneurship initiatives
(Ennis, 2015).
Implication
The study has several implications, based on the findings of this study, few suggestions have put forth which
may be considered for the growth of entrepreneurship in Sultanate of Oman.The fact that during recent years,
Oman’s competitive fundamentals have deteriorated and it's business environment perceived to be risky; according
to the Global Competitiveness Report (2016), Oman’s rank in doing business declined from 46th to 62nd position
between 2014&2016. The report demonstrated that the government can create an encouraging and motivating
business environment in Oman by removing the restrictive labour regulations and promoting efficient government
administration. Industrial development was thus a focus of the decade, with the imperative to diversify the economy
away from oil and engender sustainable development high on the Gulf development agenda (Ennis,2015). The
government can also strengthen the role of business incubators, who provide great support to young Omanis in the
form of start-up funding, location, networking opportunity, training and many other useful services (Kotler et al.,
2008). The government has important roles to play in promoting entrepreneurship by creating an environment
conducive to doing business and reducing business risk.
The Omani government should support in all stages of business development, including helping in expansion
capital. The funding helps young entrepreneurs to obtain more resources and to expand their businesses eventually
create more jobs for the public. More attention should be given to make easy access about business funding for
youth entrepreneurs, who have a convincing business plan but short of start-up capital to materialize the ventures.
The Omani government should create a conducive environment for business development. Business support services
must be accessible to young people. This would strengthen the enthusiasm amongst young entrepreneurs as well as
aspiring entrepreneurs in entrepreneurial activities. Private institutions such as banks and other microfinance
institutions should introduce youth entrepreneurship funding as a part of their services (Sitoula, 2015).
To remain competitive in the market, youth entrepreneurs in Oman, need to have entrepreneurial skills such
as creativity, innovation, new product development, new marketing strategies, and networking. Furthermore, technical
skills and management models should be designed and coordinated by various institutions and organizations relevant to
youths need, and most importantly, training should be made widely accessible and inexpensive (Sitoula,2015).
Inculcating entrepreneurship education and developing entrepreneurial skills among students have become an
essential component in college and university curriculum (Muthuraman, et.al.,2017). The government can also
support business incubators and higher education institutions to team up in promoting and producing a positive
image of entrepreneurship as a career for the youngsters in Oman (Ibrahim, et.al,2017). Given the importance of
entrepreneurship in Oman, a national office could be set up at any ministry that will coordinate and support various
services offered by different (Khan & Almoharby, 2007).
Owing to the ongoing globalization process, youth entrepreneurship also promotes innovation as it
encourages young people to find new solutions, ideas and ways of doing things through experience-based learning.
In certain circumstances, young entrepreneurs may be particularly responsive to new economic opportunities and
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trends. In addition, it is increasingly accepted that youth entrepreneurs can present alternatives to the organization of
work, the transfer of technology and a new perspective on the market (White and Kenyon,2001). Promotion of youth
entrepreneurship is an integral part of micro/small industry promotion.Therefore, the promotion of youth
entrepreneurship should also be linked in the context of the requirements of small industry development as well as
government policies and programs (Sitoula,2015). However, this study attempts to provide a practical scenario in
the field of entrepreneurship in Sultanate of Oman, this will help the young Omani entrepreneurs and future
researchers and scholars in various aspects and helping them to try an intensive study in Oman context.
Limitations
The present study has several limitations. The first limitation for this research is that the survey is mainly
conducted in Muscat City. The location is chosen because the most of the entrepreneurs are doing business in the
Muscat city and the area has the largest number of diversified entrepreneurs in terms of their business in various
industries in Sultanate of Oman. The second limitation is that this research employed convenience sampling to
accomplish the research objectives. The limitations associated with the convenience sampling are applicable for this
study. The sample size is yet another limitation to this study; the sample size is not enough to represent all the young
entrepreneurs. Maybe in the future, there is a possibility of going intensive research in the specific specialization of
study.
Conclusion
Considering the present research findings presented earlier, several implications are considered. The
promotion of entrepreneurship in Oman is motivated by both ideological trend and necessity. Especially the
promotion of more effective youth entrepreneurship policies and strategies is, therefore, getting visible attention
among government and international organization and there is increasing recognition that responsible youth
entrepreneurship must be a core study area for tackling local and global economic and employment challenges.
From the theoretical perspective, the present research has enriched the literature. This study contributed to the
literature on entrepreneurship by investigating the challenges faced by young entrepreneurs in the Sultanate of
Oman. This study is the modest attempt to understand the challenges faced by the young entrepreneurs during their
progress to the growth. Entrepreneurship and self-employment thus can be a source of finding new jobs and can
improve youth livelihood and economic independence in Sultanate of Oman. The government agencies, private
sector enterprises, the chamber of commerce and industries, and the educational institutions need to work together,
in close cooperation and coordination, to provide strong stimulation to the young generation of Oman (Khan and
Almoharby, 2007).
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