Between home and enterprise: the Swakruta dilemma of scaling women entrepreneurs

Title

Between home and enterprise: the Swakruta dilemma of scaling women entrepreneurs

Creator

K.S, Sujit; M, Nandini; Ranjan, Shweta

Description

Learning outcomes After completing the case study, the learners will be able to: Analyze how deep-rooted socio-cultural and family expectations create systemic barriers for small women entrepreneurs in India. Apply social identity theory to design interventions that reshape self-perception and entrepreneurial identity among Swakruta women entrepreneurs. Evaluate the influence of loss aversion on womens entrepreneurial decision-making and develop the nudging strategies to encourage women to engage with large opportunities. Case overview/synopsis This case explored the challenges faced by Manik Patwardhan, founder of Swakruta Charitable Trust, which supported over 200 small and marginal women entrepreneurs in Bengaluru. Despite training and opportunities provided, many women were hesitated to accept large, profitable orders due to socio-cultural norms and financial constraints. Using social identity theory, loss aversion and nudging, the case highlighted how strong family responsibilities and societal expectations influenced their cautious approach in scaling up their businesses. The women need to balance family responsibilities with business growth, which restricted their willingness to take risks. Their concerns ranged from balancing family duties and managing time, to addressing uncertainty by hiring staff other than family members, trust issues and difficulties in arranging upfront funds. Upon reviewing their response, Manik realised that these entrepreneurs were hesitant to accept a lucrative order. At this critical point, she had to decide whether to let the order go or encourage and nudge the women to seize a career-transforming opportunity, despite the risks involved. Accepting the order could boost earnings and reputation, but failure could harm the NGOs credibility, and declining the order could jeopardise future prospects. What should she do? Complexity academic level This case is designed for undergraduate and postgraduate courses in entrepreneurship, social entrepreneurship and related business disciplines such as behavioural economics. It focuses on the challenges and barriers faced by women entrepreneurs that limit their growth and ability to scale their businesses. Subject code CSS 3: Entrepreneurship. 2026 Emerald Publishing Limited

Source

Emerald Emerging Markets Case Studies;Volume;16;Issue;2;pp.1-14

Date

01-01-2026

Publisher

Emerald Publishing

Subject

Business development; Empowerment; Entrepreneurial challenges; Entrepreneurial skills; Entrepreneurship; Loss aversion; Nudging; Small businesses; social identity theory; Women entrepreneurship

Coverage

K.S S., Department of MBA, School of Business and Management, CHRIST University, Bengaluru, India; M N., Department of MBA, School of Business and Management, CHRIST University, Bengaluru, India; Ranjan S., Department of MBA, School of Business and Management, CHRIST University, Bengaluru, India

Rights

Restricted Access; Hardcopy may be available in the library

Relation

ISSN: 20450621;

Format

online

Language

English

Type

Article

Identifier

https://doi.org/10.1108/EEMCS-05-2025-0284

https://www.scopus.com/pages/publications/105040515293?origin=resultslist