TITLE:
The Meso-Organizational Factors Connected to Gender Dynamics in Family Business in Uganda
AUTHORS:
Doreen Ruth Amule
KEYWORDS:
Family Businesses, Gender Dynamics, Resource Allocation, Governance Structures, Succession Planning, Patriarchy, Meso-Organisational Factors
JOURNAL NAME:
Open Journal of Business and Management,
Vol.14 No.5,
September
23,
2026
ABSTRACT: Family businesses are vital for employment, wealth, growth, and intergenerational continuity in Uganda, yet socio-cultural norms shaping gendered practices threaten their survival. With a global retention rate of 30% to the second generation and under 10% in Uganda, this study explores meso-organizational gender dynamics resource allocation, governance structures, and succession planning across four regions. The qualitative research comprised 20 key informant interviews with women leaders of business-oriented NGOs, 12 focus groups with 80 women entrepreneurs from Central, Western, Northern, and Eastern Uganda, and participant observation in 12 businesses and four institutional meetings, enabling regional comparison. Data were transcribed and analyzed in NVivo, with thematic analysis using inductive and deductive coding revealing three interconnected themes. Women’s access to finance depended on informal support, spousal backing, or savings, limiting independence. Regional differences showed women in Central Uganda used group lending, SACCOs, and family bank hybrid models; Soroti and Lira relied on NGOs and livestock assets; Mbarara combined microfinance with training. Patriarchal norms favoring men persisted, with women in Soroti hiding income. Governance was mostly informal and patriarchal, with men controlling decision-making, though some larger Kampala businesses had formal management. Traditional family hierarchies dominated Soroti and Lira; Mbarara saw gradual women’s leadership. Succession was informal and gendered, favoring sons because of beliefs about risk and lineage. Observations revealed the same pattern; cash was often left with the husband at closing; sons were sent to mills and suppliers while daughters served or cleaned. In Central Uganda, female heirs faced stigma; Ankole and Soroti showed shifts towards competence-based inheritance. Overall, gendered resource allocation, governance practices, and succession processes hinder women’s participation and threaten family business sustainability. However, some inclusive practices exist, such as performance-based grooming and women-led governance, but inequalities remain. Addressing these through gender-inclusive governance, fair access to resources, and a formal succession plan is vital for continuity. The findings stress the need for context-sensitive strategies to address both entrenched patriarchal norms and regional differences in Ugandan women’s entrepreneurship.