We have analysed the different categories of entrepreneurial social capital, namely: The knowledge and information network, the family and other categories, the resource and business network, and finally the financing network.
For each category of social capital, a figure is presented, offering an overview of the intensity of mobilization of these networks at different stages of the business creation process. In figures the intensity of use of social capital is indicated, ranging from low to high. This intensity is intended to graphically illustrate our interpretation of the analysed cases. There are considerable changes in the entrepreneurial social capital at different stages of the business creation process. This social capital develops goes from a network predominantly consisting of knowledge and information to a more diversified network, including all categories of networks, embracing diversified resources and business contacts. These observations confirm the results of other research (Borges & Filion, 2012; Filion, Borges, & Simard, 2006) that had noted the dynamic, progressive, and evolving character of the social capital of the entrepreneurs as the process of creation of their enterprise progresses.
a) Knowledge and information network: After deciding to start their business, entrepreneurs need to seek information and acquire knowledge about developing projects in the agritourism sector. These pieces of information are vital to start a successful business. The participants of the interviews used their previous contacts to get information and advice. For example, the owner of "Côté ferme" in Mjez ilbeb, a rural lodging that offers visitors to discover life in the countryside and enjoy the agrotourism services offered by this place in the preparatory phase of his enterprise, based on his wide network with people, having soon agrotourism enterprise, had visited other lodgings and observed their solutions and technologies, with special emphasis on harmonisation of agriculture and tourism. The entrepreneur of "Côté ferme" was able to compare the different services offered by the other lodges and get inspiration as well as experiences before launching his enterprise.
The of the "El nour sahara" (a rural house in the south of Tunisia) could not find information and knowledge through his informal network. The owner of this rural lodging tried to contact other managers of rural lodgings in different cities in Tunisia because he wanted to get advice and help. Time and distance were efficient barriers in this process. So, he contacted the municipality, which turned out to be a wise choice. The lack of information he had in his informal network was filled with the help of the government as a formal link, and he was finally able to get the necessary pieces of information. He gained knowledge about starting, planning, and running a business, which was vital to him during this time. This is a positive example of the mediating role of the local public administration.
In another case, the rural lodging "Dar Ennour" used social networks as a source of information and inspiration to create and develop its project. The entrepreneur found what he needed to launch his project in the Facebook groups, concerning this sector.
b) The family and other networks, entrepreneurs begin to talk with family members, friends or colleagues about the possibility of creating an agritourism-related enterprise. To advance their business idea or evaluate a business opportunity, entrepreneurs, in addition to what their core entrepreneurial team colleagues provide, seek information and opinions from other contacts in their network, often within family and friends. These are contacts who have expertise in the relevant field or who have some knowledge of the market in which the entrepreneur is considering starting his own business. For example, these aspiring entrepreneurs talk to family members or friends who already have projects in the sector. Four of the five entrepreneur cases progressed in this way, out of ten of our interview partners. As the entrepreneurs' knowledge has been deepened, the importance of these relations has been decreasing. This is in line with the results of other researchers (Ruef, Aldrich, & Carter, 2004).
The family was primarily a source of encouragement and financial resources in most cases. Family contacts were applied to a lesser degree as we had previously expected. This can be explained by the fact, that there has been a well-working enterprise official support infrastructure behind the projects.
c) Resource and business networks: this type of networks had been playing a rather limited role in the early stages of the enterprise creation process. A possible explanation of this fact is that mobilization of third-party capital and knowledge begins only in the start-up phase when the entrepreneurs begin to commercialise their services or products.
Despite the importance of the formation of the idea of developing and marketing an agrotourism product to potential customers or at least to someone who knows the intended market of the agrotourism, our results highlight, that rural lodgings entrepreneurs rarely mobilize resource contacts in the initiation phase. As we have experienced, they often begin their enterprise without serious market research or at least a face-to-face meeting with a potential customer. Under these conditions, the preparatory phase is often guided by the wishful thinking of the entrepreneur, and not on a basis of actual pieces of market information. From these follows, that there is no risk analysis. This fact enhances the vulnerability of enterprises.
When they started their business, they all needed help, like the example of "Green ranch" shows this phenomenon. The entrepreneur has applied his informal network and friends' contacts to decorate their lodge. He had contact with his friend from their network to work on the place in his free time, evenings, and weekends. He told him that they would eventually pay him when the income started. According to Shane (2003), this knowledge reflects the characteristics of network theory that strong ties offer advantages over weak ties. Strong ties are often vital during the development of the business process.
d) Financing network: The financing network is mobilized from the preparation phase and continues to be mobilized throughout the establishment of business activity and consolidation phases. There have been four sources of foreign capital. The outside finance has arrived essentially from governmental funding agencies. In almost all cases, we found that venture capital funds had been mobilized, too. Entrepreneurs mobilize financial resources from banks as well as from family members. Of course, the basis of starting the agritourism business has been the own capital of the entrepreneur and his/her family. These results are in line with other studies (Di Gregorio & Shane, 2003).
The interviews showed that the entrepreneurs' social capital had sometimes allowed them access to new resources. Relationships can often be more local (within the territory) and stronger than before (relationships with friends). Some owners discovered the existence of certain subsidies and thus benefited from additional financial capital. When the tourist accommodation activity is accompanied by a catering or leisure activity, this type of relationship often allows entrepreneurs to find casual workers more easily than via temporary work agencies.
Other entrepreneurs have been able to benefit from the experience of other accommodation owners, providing them with advice on the management of their business (e.g., membership of networks and choice of labels, investment...). As with access to new resources, this form of learning emerges more in cases where the entrepreneur has strong relationships with people from the same group, in this case, tourism entrepreneurs or accommodation owners.
The interviews show that in terms of the mechanisms linked to the circulation of information, it is important to differentiate the type of information involved. Social capital can influence the image of an activity if it is present on the widest possible scale and concerns people from different circles. Therefore, the entrepreneur who has many local contacts and in remote areas will be favoured by numerous professional relationships and other advantages. On the other hand, for advice or resource information, the entrepreneur will have easier access to information because of the presence of many people from different groups, and within the professional sphere. Finally, relative geographic proximity can be advantageous when the information exchanged concerns the daily management of the business.
The agritourism managers must be careful in developing their businesses by adopting a social approach. Indeed, the results related to the effect of social capital on entrepreneurs in the agritourism sector, highlight the importance of the social capital links that these entrepreneurs must foster in the development of their business that facilitates certain steps to improve the progression of their functional skills and identify the right strategy to adapt to market their products and services.