Sexual harassment is not only a problem in large corporations — it also shapes the everyday experiences of entrepreneurs. In fact, the informal, high-pressure, and often male-dominated environments where startups and ventures grow can create conditions that uniquely expose women to harassment.

Our recent article investigates how both anticipated harassment (the expectation that harassment might occur) and experienced harassment may affect women’s ability to participate in, succeed at, and shape entrepreneurial ecosystems. By looking beyond the individual to also consider stakeholders and ecosystems, we highlight how harassment can undermine not just women’s careers, but innovation and growth across entrepreneurship as a whole.

Harassment can change the choices women make

Women entrepreneurs often anticipate harassment in settings where they seek funding, mentorship, or new partnerships. These concerns can discourage women from entering high-growth sectors, from attending networking events where deals are made, or from fully participating in pitch competitions and incubator programs. In other words, harassment—sometimes even before it happens—can steer women away from critical opportunities that affect venture growth.

Harassment can hurt ventures and ecosystems

When harassment occurs, the costs are personal and professional. Women can experience stress, diminished visibility, and in some cases, exit entrepreneurship entirely. But the effects ripple outward: mentors may hesitate to introduce women founders to male investors, family members may worry about safety in male-dominated spaces, and investors themselves may withdraw support if they perceive heightened risk.

This creates a vicious cycle where exclusionary norms persist, reinforcing an environment where women have fewer opportunities to thrive. At the ecosystem level, harassment can act as a barrier to equity and innovation, reducing the diversity of ideas and ventures that reach the market.

Why this matters for policy and practice

Sexual harassment in entrepreneurship is not only a gender equity issue — it is an innovation issue. When women avoid certain opportunities, or when stakeholders disengage because of harassment risks, the entrepreneurial system loses valuable talent and ideas.

Policy makers can address this by supporting safer networking spaces, enforcing anti-harassment guidelines for accelerators and incubators, and promoting reporting channels for entrepreneurs who are not protected by conventional HR systems.

Investors and mentors should recognize that their support includes creating respectful and safe environments, ensuring women can pursue opportunities without fear.

Entrepreneurial educators and trainers can integrate awareness of harassment into curricula, preparing both men and women to create inclusive ventures.

Practical takeaways for action

• Recognize harassment as a systemic barrier: It is not just an individual problem but one that reduces innovation and growth.
• Design safe spaces: Incubators, accelerators, and pitch competitions can implement clear anti-harassment policies and reporting channels.
• Shift stakeholder engagement: Mentors and investors should take proactive roles in ensuring women are fully included in entrepreneurial opportunities.
• Provide support beyond HR: Entrepreneurs often lack formal HR structures, so ecosystems must develop their own safety nets.
• Encourage open dialogue: Building inclusive entrepreneurial cultures starts with conversations about harassment and its impacts.

Who should read this paper

Our paper is for policy makers, investors, mentors, educators, and anyone shaping entrepreneurial ecosystems. By understanding how harassment may affect participation and success, these stakeholders can design interventions that reduce barriers and strengthen innovation.

Read the full paper here: https://www.sciencedirect.com/science/article/abs/pii/S2352673425000526?via%3Dihub

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Author bio

Marilla G. Hayman is an Assistant Professor in the Department of Management & Leadership at Le Moyne College.

Shane W. Reid is an Assistant Professor in the Department of Management at Texas State University.

Jessica F. Kirk is an Assistant Professor in the Department of Management at the University of Memphis.

Devalina Nag is an Assistant Professor in the Department of Management & Marketing at Texas Woman’s University.