My cookie preferencesTo achieve the United Nations Sustainable Development Goals of “gender equality” (SDG 5) and “decent work and economic growth” (SDG 8), the empowerment and entrepreneurship of women in the tourism industry have been recognized as key priorities by the United Nations World Tourism Organization (UNWTO, 2019).
Despite the fact that women make up 60-70 percent of the workforce in hospitality, food service, and tourism, they remain underrepresented in leadership positions and entrepreneurial ventures. This disparity is also evident in family businesses, where traditional structures and societal expectations often sustain male-dominated leadership. Although family-run enterprises play a crucial economic and social role in tourism, research has largely overlooked the role of women within these businesses, particularly in rural settings.
Our study focuses on family-run hospitality businesses in South Tyrol, a region known for its high tourism density and a strong presence of small and medium-sized family enterprises. While the number of women-led businesses is gradually increasing, it remains below the national average, highlighting the existence of both structural and cultural barriers. Traditional gender roles, which often assign women primary responsibility for family care, can restrict their entrepreneurial and career opportunities, also affecting generational business transitions.
Using a qualitative approach based on interviews with female entrepreneurs and family business owners in the hospitality sector, this research aims to identify the factors that enable or hinder women’s access to leadership. Specifically, we examine how family dynamics and gender norms shape business management, the strategies women employ to balance professional and personal life, and the role of support networks in fostering their success.
Additionally, we explore the differences between women who inherit and manage their family business versus those who establish their own enterprises, analyzing the motivations behind these choices. While some choose to continue the family legacy, others opt for independent ventures—sometimes to avoid conflicts with relatives or to introduce innovations that may not align with traditional business models.
This research contributes to the broader discussion on gender and entrepreneurship in tourism by offering fresh insights into how women navigate industry challenges and identifying key drivers of change that can promote more equitable access to leadership roles. Understanding these dynamics is not only essential for advancing gender equity but also for fostering innovation and sustainability within family-run tourism businesses.
