Introduction
Female entrepreneurship has grown steadily over the last two decades, but balancing business demands with family and personal responsibilities remains one of the most persistent challenges. Recent global evidence shows that women’s startup activity has increased, yet the gender gap in entrepreneurship still exists in many countries. The GEM 2023/24 Women’s Entrepreneurship Report found that women’s startup activity rose from an average of 6.1 % in 2001–2005 to 10.4 % in 2021–2023 across 30 countries, while the OECD estimates that women remain underrepresented among active entrepreneurs and face structural barriers such as limited access to finance and networks.
This article argues that work-life balance is not a private problem of individual women entrepreneurs alone. It is shaped by family support, childcare systems, social expectations, financial resources, and the wider economic context. Research shows that women’s entrepreneurial success is closely linked to these conditions, especially where care responsibilities and business demands overlap.
Literature Review
Female entrepreneurship has attracted increasing scholarly attention over the past two decades, particularly in relation to work-life balance, gender inequality, and access to resources. Existing literature highlights that while entrepreneurship offers women flexibility and autonomy, it also creates new forms of pressure due to overlapping professional and domestic responsibilities.
A foundational contribution by Agarwal and Lenka (2015) identifies work-life balance as a central theme in research on women entrepreneurs. Their review argues that women are more likely than men to experience role conflict because they simultaneously manage business responsibilities and traditional family roles. The authors emphasize that entrepreneurship is often perceived as a solution to rigid employment structures; however, it can intensify workload and blur the boundaries between personal and professional life.
Empirical studies support this perspective by demonstrating that women entrepreneurs frequently operate under conditions of “double burden,” where paid work and unpaid care responsibilities coexist. Edralin (2012) found that women entrepreneurs adopt various coping strategies, such as integrating business activities into home environments and practicing time management techniques. While these strategies provide flexibility, they may also reinforce the merging of work and family domains, making it difficult to achieve true balance.
Cross-national research further highlights that work-life balance is not a universal experience but is shaped by economic and institutional contexts. Kaciak and Welsh (2020) analyzed women entrepreneurs across multiple countries and found that levels of work-family conflict and family support vary depending on national development and cultural norms. Their findings suggest that women in middle-income economies may experience higher levels of tension due to limited institutional support combined with increasing economic participation.
Recent literature has shifted focus toward the role of support systems in improving entrepreneurial outcomes. Yang et al. (2025) conducted a systematic review and concluded that family support plays a critical role in enhancing women’s well-being and business sustainability. Importantly, the study identifies work-life balance as a mediating factor between support systems and entrepreneurial success, indicating that the presence of support alone is insufficient without effective balance mechanisms.
In addition to family-level factors, structural barriers continue to shape women’s entrepreneurial experiences. Reports by the Organisation for Economic Co-operation and Development (OECD, 2025) show that women face persistent challenges in accessing finance, business networks, and training opportunities. Women are less likely to secure external funding and tend to rely on personal savings, which limits business growth potential.
The unequal distribution of unpaid care work remains one of the most significant constraints. According to the World Bank (2026), women globally spend significantly more time on caregiving activities than men, reducing their ability to fully engage in entrepreneurial activities. The report highlights that lack of affordable childcare services directly impacts women’s capacity to start and scale businesses, reinforcing gender disparities in entrepreneurship.
At the same time, digital transformation has created new opportunities for women entrepreneurs. Online platforms allow women to enter markets with lower financial barriers and greater flexibility. However, the literature also warns that digital entrepreneurship can extend working hours and increase expectations for constant availability, thereby complicating work-life balance rather than resolving it.
Overall, the literature suggests that female entrepreneurship exists at the intersection of opportunity and constraint. While entrepreneurship can empower women economically, its success and sustainability depend heavily on social support systems, institutional frameworks, and the ability to manage competing life roles. This reinforces the need to view work-life balance not merely as an individual responsibility but as a broader socio-economic issue.
Theoretical Framework
Understanding female entrepreneurship and work-life balance requires integrating insights from both entrepreneurship theory and gender studies. This section outlines the key theoretical perspectives that explain why women enter entrepreneurship and why their experiences differ from men’s.
Entrepreneurship Theories
Opportunity-Based vs. Necessity-Based Entrepreneurship
Entrepreneurship is commonly divided into opportunity-driven and necessity-driven forms. Opportunity-based entrepreneurship occurs when individuals identify and exploit a market gap, often motivated by independence, innovation, or profit. In contrast, necessity-based entrepreneurship arises when individuals lack alternative employment options.
For many women, entrepreneurship lies at the intersection of these two categories. On the one hand, digitalization and flexible work opportunities allow women to identify and pursue business ideas. On the other hand, rigid labor markets and limited work flexibility push women—especially mothers—toward self-employment as a practical solution. This dual motivation helps explain why women may enter entrepreneurship but still face structural constraints.
Resource-Based View (RBV)
The resource-based view suggests that business success depends on access to valuable resources, including financial capital, education, skills, and social networks. From this perspective, women’s entrepreneurial outcomes are shaped by unequal access to these resources.
Research consistently shows that women:
— have less access to external financing
— rely more on personal or family funds
— have smaller professional networks
These limitations affect not only business growth but also the ability to outsource tasks or invest in support systems, which directly impacts work-life balance.
Human and Social Capital Theory
Human capital (education, skills, experience) and social capital (networks, relationships) are critical for entrepreneurship. While women’s educational attainment has improved globally, gaps remain in access to business training and mentorship.
Social capital is particularly important for women entrepreneurs, as strong networks can provide:
— emotional support
— business advice
— access to markets and funding
However, women often have less access to influential business networks, which can limit their opportunities.
Gender Inequality Frameworks
Social Role Theory
Social role theory explains that men and women are expected to fulfill different roles in society. Women are typically associated with caregiving and domestic responsibilities, while men are associated with professional and leadership roles.
These expectations influence:
— how women allocate their time
— how society perceives women entrepreneurs
— how women evaluate their own success
As a result, women may prioritize family responsibilities even when running a business, creating tension between roles.
Institutional Theory
Institutional theory focuses on how formal (laws, policies) and informal (norms, culture) institutions shape behavior. In the context of female entrepreneurship, institutions determine access to:
— childcare services
— financial support programs
— legal protections
Weak institutional support can increase the burden on women, forcing them to rely on informal solutions such as family support.
Gendered Division of Labor
This framework highlights the unequal distribution of unpaid work. Women perform a disproportionate share of household and caregiving tasks, which reduces the time and energy available for business activities.
This “double burden” is one of the main reasons why work-life balance is more difficult for women entrepreneurs than for men.
Main Discussion
Barriers Faced by Women Entrepreneurs
Women entrepreneurs face a combination of structural, economic, and social barriers that directly affect both business performance and personal well-being.
One of the most significant barriers is time constraint. Women are more likely to be responsible for childcare and household duties, which limits the time they can dedicate to business activities. This often leads to fragmented working hours and reduced productivity.
Another major challenge is limited access to finance. Women are less likely to receive bank loans or investment funding and often start businesses with smaller amounts of capital. This restricts their ability to scale operations, hire employees, or invest in technology.
In addition, gender bias and stereotypes continue to influence how women entrepreneurs are perceived. Women may be seen as less competent or less committed to business, especially if they have family responsibilities. These biases can affect access to opportunities, partnerships, and funding.
Finally, women entrepreneurs often experience higher levels of stress and burnout. The constant need to balance multiple roles—business owner, caregiver, and household manager—creates emotional and psychological pressure.
In Kazakhstan, these challenges are particularly visible among small business owners, where women frequently manage both entrepreneurial activities and family responsibilities without formal support systems.
Role of Digital Platforms
Digital platforms such as Instagram, TikTok, and LinkedIn have transformed the landscape of female entrepreneurship.
These platforms offer several advantages:
— Low entry barriers: Women can start businesses without significant initial investment
— Flexibility: Work can be done from home and at convenient times
— Direct access to customers: No need for physical stores or intermediaries
— Personal branding opportunities
In Kazakhstan, many women use Instagram to run small businesses such as clothing shops, beauty services, and food delivery. This model allows them to combine entrepreneurship with family responsibilities.
However, digital entrepreneurship also introduces new challenges. The expectation of constant online presence can blur the boundaries between work and personal life. Women may feel pressure to respond to customers at all times, leading to extended working hours and reduced rest.
Thus, while digital platforms create opportunities, they do not automatically solve work-life balance issues.
Cultural and Social Factors
Cultural and social norms play a crucial role in shaping women’s entrepreneurial experiences.
In many societies, including Kazakhstan, traditional expectations position women as primary caregivers. These expectations can:
— limit women’s time for business
— influence family support levels
— shape women’s own priorities
Family support is a key factor. Women who receive help from partners or extended family are more likely to succeed and maintain balance. In contrast, lack of support can significantly increase stress and reduce business performance.
At the same time, social attitudes are gradually changing. In urban areas such as Almaty, female entrepreneurship is becoming more accepted, and women are increasingly encouraged to pursue professional and business goals.
Additionally, the growth of female networks and communities provides new forms of support. These networks offer mentorship, collaboration opportunities, and emotional encouragement, helping women overcome challenges.
Interconnection of Factors
It is important to note that these factors do not operate independently. Instead, they interact in complex ways:
— Limited finance can increase workload, affecting work-life balance
— Cultural expectations can reduce access to networks and opportunities
— Digital tools can both support and complicate balance
This interconnected nature highlights that female entrepreneurship is a multidimensional issue requiring integrated solutions.
Theoretical and Analytical Implications
The findings of this study reinforce the idea that female entrepreneurship should not be viewed solely as an economic activity but as a multi-dimensional phenomenon shaped by social, cultural, and institutional factors. The interaction between entrepreneurship theories and gender inequality frameworks demonstrates that women’s entrepreneurial experiences are structurally different from those of men.
In particular, the analysis highlights that work-life balance functions as a mediating factor between access to resources and entrepreneurial outcomes. Even when women have business opportunities or skills, their ability to succeed is constrained by time limitations, unpaid care responsibilities, and social expectations. This suggests that traditional entrepreneurship theories, which often assume equal access to resources and time, may not fully capture the realities of female entrepreneurs.
Furthermore, the study contributes to the growing body of literature that emphasizes the importance of contextual factors, especially in emerging economies such as Kazakhstan. Cultural norms, institutional support systems, and levels of digital development significantly influence how women experience entrepreneurship and balance competing roles.
Practical Implications for Stakeholders
Policymakers
For policymakers, the findings suggest that promoting female entrepreneurship requires more than financial support. While access to funding remains important, social infrastructure plays an equally critical role.
Governments should:
— Invest in affordable and accessible childcare services, particularly in urban and semi-urban areas
— Develop targeted financial programs, such as microloans and grants specifically for women entrepreneurs
— Support flexible work policies and legal frameworks that enable women to combine business and family responsibilities
— Encourage the formalization of small businesses, especially those operating through digital platforms
In Kazakhstan, strengthening these areas could significantly improve both participation and sustainability of women-led businesses.
Educational Institutions
Educational institutions have a key role in preparing future women entrepreneurs. The analysis shows that skills development alone is not sufficient unless it is aligned with real-life challenges.
Universities and training centers should:
— Integrate entrepreneurship education with practical skills, such as digital marketing, financial literacy, and time management
— Include modules on work-life balance strategies and stress management
— Provide mentorship programs, connecting students with successful female entrepreneurs
— Encourage female participation in business-related fields
This approach can help women build not only knowledge but also confidence and resilience.
Business Support Organizations and Ecosystems
Organizations that support entrepreneurship (incubators, accelerators, NGOs) can play a crucial role in reducing gender-based barriers.
They should:
— Create women-focused business networks to increase access to social capital
— Offer flexible training formats (online, part-time) to accommodate women’s schedules
— Provide psychological and peer support, recognizing the emotional challenges of entrepreneurship
— Facilitate access to funding opportunities and investors
Developing inclusive entrepreneurial ecosystems can significantly improve business outcomes for women.
Women Entrepreneurs
At the individual level, women entrepreneurs can benefit from adopting specific strategies to improve work-life balance.
These include:
— Setting clear boundaries between work and personal time
— Using digital tools efficiently rather than being constantly available
— Delegating tasks where possible (both in business and at home)
— Building support networks, including family, friends, and professional communities
— Prioritizing mental health and well-being
Importantly, women should avoid the unrealistic expectation of “doing everything perfectly” and instead focus on sustainable approaches to both work and life.
Key Recommendations
Based on the analysis, several key recommendations emerge:
- Strengthen childcare infrastructure to reduce the unpaid care burden
- Improve access to finance through targeted programs for women
- Promote digital entrepreneurship while addressing its risks (e.g., burnout)
- Encourage cultural change toward more equal distribution of household responsibilities
- Develop integrated support systems, combining financial, educational, and social support
These recommendations highlight that improving work-life balance is not only an individual responsibility but a shared societal and institutional task.
Final Insight
Ultimately, the concept of “having it all” should be reconsidered. Rather than expecting women to perfectly balance all roles, the focus should shift toward creating realistic, supportive environments where women can succeed without excessive pressure.
Conclusion
Female entrepreneurship is not only about starting a business. It is also about sustaining a business while managing family life, personal well-being, and social expectations. The literature shows that work-life balance improves when women have access to family support, childcare, flexible work arrangements, mental health support, and fairer institutional policies. It also shows that entrepreneurship policy should move beyond encouraging women to “work harder” and instead build conditions that make balanced growth possible.
In the end, women can build successful businesses and maintain meaningful personal lives, but this is much more achievable when support systems are strong. Work-life balance is therefore not just an individual skill; it is a shared responsibility of families, employers, communities, and policymakers.
References:
- Agarwal, S., & Lenka, U. (2015). Study on work-life balance of women entrepreneurs — review and research agenda. Industrial and Commercial Training, 47(7), 356–362.
- Edralin, D. M. (2012). Innovative Work-Life Balance Strategies of Filipina Entrepreneurs: New Evidence from Survey and Case Research Approaches. Procedia — Social and Behavioral Sciences.
- GEM Consortium. (2024). GEM 2023/24 Women’s Entrepreneurship Report: Reshaping Economies and Communities.
- Global Entrepreneurship Monitor (GEM). (2024). Women’s entrepreneurship report 2023/24
- Kaciak, E., & Welsh, D. H. B. (2020). Women entrepreneurs and work–life interface: The impact of sustainable economies on success. Journal of Business Research, 112, 281–290.
- OECD. (2025). Bridging the Finance Gap for Women Entrepreneurs.
- Organisation for Economic Co-operation and Development (OECD). (2025). Bridging the finance gap for women entrepreneurs.
- Sharma, S., & Upadhyay, P. S. (2025). Impact of Work-Life Balance Policies and Practices on Work Engagement of Women Entrepreneurs. Journal of Information Systems Engineering and Management.
- Yang, S., Tran, M. H., & Wiklund, J. (2025). Family support, work-life balance and entrepreneurial well-being: a global systematic review with a gendered perspective. International Journal of Entrepreneurial Behavior & Research.
- World Bank. (2026). Unlocking Women’s Entrepreneurship through Childcare Reform.
