Paper short abstract:

This paper presents the current status and analyses of case studies of female entrepreneurs in Japan, in both metropolitan and rural areas. It employs the life history approach to gain in-depth information about entrepreneurship and to develop gender perspectives in entrepreneurial studies.

Paper long abstract:

This paper presents 1) the current status of female entrepreneurs in Japan and 2) analyses of case studies of female entrepreneurs in both metropolitan and rural areas. It employs the life history approach to gain in-depth information about entrepreneurship and to develop gender perspectives in entrepreneurial studies.

Women’s advancement in various spheres of society has been one of the most important growth strategies in Japan. The recent data prepared by the World Economic Forum (2022) reveals, however, that gender gaps in Japan are still quite large, with the country ranking 116th among the 146 countries studied. The indicators for the political empowerment and economic representation of women in Japan are also extremely low. Indeed, in the area of employment, it has been acknowledged that there are very few women in management and leadership positions when compared to not only advanced countries, but also to so-called emerging countries.

When we look at female entrepreneurs in Japan, the situation seems to be more serious in the case of women employed by companies. Female entrepreneurs only account for 10% of all entrepreneurs, a very low figure not only in terms of the sheer number but also with regard to the sales they generate in the Japanese economy. According to the “Corporate Centered Society” (Osawa, 1993), the traditional employment system drove Japan’s economic success, but more recently, those success factors seem to have become big obstacles for Japan’s recovery.

The hypothesis of this paper is that female entrepreneurs can 1) provide big breakthroughs for the stagnating Japanese economy with new ideas and business models; 2) contribute to the creation of a lively society and communities; and 3) provide positive and exciting work opportunities for themselves.