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“Resources at Hand, Head, and Heart”: ‘Heightened Habitus’ as an Endogenous Resource in Immigrant Entrepreneurial Bricolage

  • Eliada Griffin-EL ORCID logo and Joy Olabisi ORCID logo EMAIL logo
Published/Copyright: January 24, 2022
Entrepreneurship Research Journal
From the journal Entrepreneurship Research Journal Volume 14 Issue 2

Abstract

Bricolage is commonly recognized as a practice of non-traditional resource mobilization by immigrant entrepreneurs within their country of residence. When the host country is in an adversarial social and institutional context characterized by the liability of foreignness, we posit that accessing “resources at hand” in the external environment is hampered by anti-immigrant sentiments, both socially and institutionally. Through a rigorous analysis of eight cases of immigrant entrepreneurs and their South African-based enterprises, we apply Bourdieu’s theory of practice to examine the practice of bricolage at a more nuanced level. Our findings suggest that the localized prejudice against immigrants ‘otherizes’ their foreignness, and in turn, heightens the entrepreneurs’ awareness of their habitus. We argue that the immigrants’ ‘heightened habitus’ represents an internalization of both cognitive (i.e. resources at head) and adaptive (i.e. resources at heart) dispositions informed by the home country, and which serve as crucial endogenous resources by which to reimagine and reconstruct external resources accessed via local social capital. We present the novel theoretical contribution of immigrant entrepreneurial bricolage as the utilization of both endogenous resources at head and heart, which are activated by – and intended to overcome – their liability of foreignness. Our contribution also aims to reconstruct the frequently referenced exogenous resources at hand.

Keywords: immigrant entrepreneurship; bricolage; habitus; resource mobilization; South Africa
Corresponding author: Joy Olabisi, Rochester Institute of Technology, Rochester, USA, E-mail:
Appendix

*Note: The entrepreneurs that we interviewed willingly volunteered to share about their enterprising experiences in South Africa. They were not compensated for their time.

Interview Questionnaire

The interview commenced with open-ended questions, asking the entrepreneur to freely elaborate upon their entrepreneurial journey before and during their time in South Africa. Entrepreneurs were encouraged to share liberally, guided initially only by the following questions, and followed by occasional probing questions to gain more clarity or information.

Tell us your story (from wherever you would like to start).

How did you come to live and start your enterprise in South Africa?

Discuss your experiences specific to the South African context.

What product or service does your company provide and how does it deliver it?

Entrepreneurs were then asked to further explain how they enterprise via an in-depth exploration of their networks and team dynamics in running their business. The questions guiding this part of the discussion are listed as follows.

Networks Questions

*Questions about contacts awareness:

  1. Entrepreneurs with similar/dissimilar businesses to your own.

  2. Entrepreneurs who are immigrants.

  3. Entrepreneurs in other provinces and outside of South Africa.

  4. Anyone in finance/government?

  5. Any businesses that are larger than your own? Corporations?

*Questions about network relationships:

  1. How many people do you know in this group?

  2. How often do you communicate them?

  3. How valuable is the relationship to your business?

  4. When and where did you meet the first contact of each relationship type?

*Questions about team dynamics:

  1. To what extent do you work in a team setting?

  2. What is the team composition/structure?

  3. What communication strategies/tools does the team use/prefer?

  4. How do you determine successful firm performance?

2015 Follow-Up Interview Questionnaire

  1. What has happened since we last spoke in November 2012?

  2. Can you describe how the relationships and partnerships relevant to your business has progressed?

  3. To what extent have you had to “make do” – that is, address your business goals by having to recombine resources at hand for new purposes?

  4. To what extent have resources from your home and host countries aided or hindered your business progression.

  5. Any other questions/comments?

*Adapted from Barr (1995).

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Received: 2021-05-24
Accepted: 2021-12-16
Published Online: 2022-01-24

© 2022 Walter de Gruyter GmbH, Berlin/Boston

Articles in the same Issue

  1. Frontmatter
  2. Competitive Research Articles
  3. Understanding Imagination in Entrepreneurship
  4. The Connections Between Founders’ Social Network and Human Capital in Technology-Based New Ventures
  5. Team Ventures and Acquisition Exits: Are Team-Founded Ventures More Likely to be Acquired?
  6. Entrepreneurs’ Networking Styles and Normative Underpinnings during Institutional Transition
  7. Effect of the Social and Cultural Control on Young Eastern Ethnic Minority Groups’ Online-Startup Motivation
  8. Factors Affecting Social Entrepreneurial Intention: An Application of Social Cognitive Career Theory
  9. “Resources at Hand, Head, and Heart”: ‘Heightened Habitus’ as an Endogenous Resource in Immigrant Entrepreneurial Bricolage
  10. Corporate entrepreneurship programmes as mechanisms to accelerate product innovations
  11. Strategic Decision-Making and Performance in Social Enterprises: Process Dimensions and the Influence of Entrepreneurs’ Proactive Personality
  12. Network Dynamic for Experimental Learning Cycle and Innovation Process: A Conceptual Model
  13. Economic Context and Entrepreneurial Intention: Analysis of Individuals’ Perceptions in a Spanish University Context
  14. Feeling Right: Regulatory Fit Theory and Early-Stage Entrepreneurial Investment Decisions
  15. Understanding the Role of Perceptions in Opportunity Evaluation: A Discrete Choice Experiment
  16. Entrepreneurial Well-being: An Exploratory Study for Positive Entrepreneurship
  17. How Does Institutional Context Influence Entrepreneurship Education Outcomes? Evidence from Two African Countries
  18. How the Leader-Team Age Dissimilarity and Leader Power Shape the Entrepreneurial Ventures’ R&D Intensity: Empirical Evidence from China
https://doi.org/10.1515/erj-2021-0229
Keywords for this article
immigrant entrepreneurship; bricolage; habitus; resource mobilization; South Africa

Articles in the same Issue

  1. Frontmatter
  2. Competitive Research Articles
  3. Understanding Imagination in Entrepreneurship
  4. The Connections Between Founders’ Social Network and Human Capital in Technology-Based New Ventures
  5. Team Ventures and Acquisition Exits: Are Team-Founded Ventures More Likely to be Acquired?
  6. Entrepreneurs’ Networking Styles and Normative Underpinnings during Institutional Transition
  7. Effect of the Social and Cultural Control on Young Eastern Ethnic Minority Groups’ Online-Startup Motivation
  8. Factors Affecting Social Entrepreneurial Intention: An Application of Social Cognitive Career Theory
  9. “Resources at Hand, Head, and Heart”: ‘Heightened Habitus’ as an Endogenous Resource in Immigrant Entrepreneurial Bricolage
  10. Corporate entrepreneurship programmes as mechanisms to accelerate product innovations
  11. Strategic Decision-Making and Performance in Social Enterprises: Process Dimensions and the Influence of Entrepreneurs’ Proactive Personality
  12. Network Dynamic for Experimental Learning Cycle and Innovation Process: A Conceptual Model
  13. Economic Context and Entrepreneurial Intention: Analysis of Individuals’ Perceptions in a Spanish University Context
  14. Feeling Right: Regulatory Fit Theory and Early-Stage Entrepreneurial Investment Decisions
  15. Understanding the Role of Perceptions in Opportunity Evaluation: A Discrete Choice Experiment
  16. Entrepreneurial Well-being: An Exploratory Study for Positive Entrepreneurship
  17. How Does Institutional Context Influence Entrepreneurship Education Outcomes? Evidence from Two African Countries
  18. How the Leader-Team Age Dissimilarity and Leader Power Shape the Entrepreneurial Ventures’ R&D Intensity: Empirical Evidence from China
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