Authentic Allyship: Toward gender Gender-Inclusive Entrepreneurial Ecosystems
Anne de Bruin and Christine Woods, Aotearoa Centre for Enterprising Women, University of Auckland Business School
International Journal of Gender and Entrepreneurship: ahead-of-print https://doi.org/10.1108/IJGE-06-2025-0200
Summary
Entrepreneurial ecosystems (EEs) are the networks of people, organisations, culture, and resources that help entrepreneurs start and grow ventures. They are often celebrated as engines of innovation and economic growth. But research shows they’re not equally supportive for everyone. Women and other under-represented groups often face hidden and systemic barriers that make it harder for them to participate fully.
This paper explores how “authentic allyship” can help make entrepreneurial ecosystems more gender-inclusive. It argues that individuals, especially men, who tend to hold more power in these systems, can play a crucial role in changing how ecosystems operate.
Entrepreneurial ecosystems are not neutral spaces. They are shaped by long-standing social norms, many of which reflect hegemonic masculinity: a cultural ideal that values traits often associated with men (assertiveness, risk-taking, dominance). These norms disadvantage women by influencing everything from:
- who gains access to networks
- who investors take seriously
- how ideas are judged
- who feels welcome or “fits the mould” of an entrepreneur
Women entrepreneurs often report experiences like biased questions during investment pitches, lack of support networks, and stereotypes about what kinds of businesses women “should” run.
Allyship occurs when people with power act in support of those with less privilege and has become a popular tool in workplaces for combating inequality. But its potential to transform entrepreneurial ecosystems has been largely unexplored.
This paper fills that gap by asking: How can allyship help make entrepreneurial ecosystems more gender inclusive?
Not all allyship is created equal. Sometimes allyship becomes performative where it is more about publicly appearing supportive than actually helping those who are disadvantaged.
In this paper authentic allyship is defined as: “Ongoing actions by people in positions of privilege that meaningfully support disadvantaged entrepreneurs, and help change the system to make it more inclusive.”
Authentic allyship is grounded in humility : recognising one’s privilege and being willing to learn, listen, and share power. The authors identify five key dimensions of authentic allyship:
- Pre-action input
Before acting, allies ask what support is actually needed. They listen rather than assume.
- Post-action feedback
After acting, allies seek feedback and learn what worked or didn’t. They are open to correction.
- Respecting (centre-staging and equality)
Allies put the entrepreneur (not themselves) in the spotlight. They treat them as equals, not as people needing rescue.
- Positive action
Allies take practical steps that create real value: sharing networks, opening doors, calling out bias, shifting norms.
- Ongoing learning
Allies recognise it’s a journey. They continually reflect, learn, and improve.
All five dimensions rest on humility, which prevents allyship from sliding into ego-driven performance.
Illustrative example
To illustrate authentic allyship in action, the authors share the example of Andy Hamilton, former CEO of ICEHOUSE and an influential figure in New Zealand’s startup ecosystem.
Hamilton informally supported the founders of Femmi (https://www.femmi.co/), a women-focused fitness technology company. His allyship demonstrated the five dimensions:
- asked first rather than directing.
- listened instead of jumping into “fix-it mode.”
- refused offers to take over as CEO, keeping the founders in the centre.
- used his networks to support their mission.
- acknowledged his own biases and committed to ongoing learning.
This illustrative example shows how male allies can leverage their privilege to support women entrepreneurs without overshadowing them. When allies act consistently and authentically, it can help shift power structures within entrepreneurial ecosystems:
- More women gain access to networks and opportunities.
- Biased norms and practices begin to change.
- A culture of inclusion spreads through the ecosystem.
- The system becomes more welcoming for all under-represented groups.
The authors argue that authentic allyship can spark systemic change; it becomes part of the “micro-foundations” that has the potential to reshape the entire ecosystem.
Practical implications
The paper encourages organisations, educators, incubators, and investors to build allyship intentionally. For example:
- Educators can teach bias awareness, and ally action strategies.
- Incubators/accelerators can create channels for entrepreneurs to give feedback on support received.
- Investors can reconsider how they evaluate pitches and the types of questions they ask.
- Ecosystem leaders can model humility and centre women’s voices.
Key takeaways
Entrepreneurial ecosystems will not become more inclusive by accident. They require intentional action from the people who hold influence within them.
Authentic allyship that is grounded in humility, learning, and meaningful action offers a powerful pathway for creating gender-inclusive entrepreneurial ecosystems.
This paper provides a practical framework for how individuals, especially men in positions of privilege, can act as agents of change and help reshape the culture and structures of entrepreneurship.
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