This study aims to provide insights into the motivations of entrepreneurs from the baby boomer generation (born between 1946 and 1964) for starting a business in the hospitality industry, filling the gap identified in the existing literature about entrepreneurial motivations. After a thorough review of the literature on entrepreneurial motivations in general and on specificities of the baby boomer generation and the hospitality industry, the push/pull model of entrepreneurial motivations was chosen as the basis for a set of assumptions. While some entrepreneurs are pushed into self-employment due to a lack of attractive alternatives, others are pulled into business ownership by expectations of rewards such as independence, profit and self-fulfilment. For this exploratory research, we assumed that those who are pushed into entrepreneurship would be profit oriented and measuring the success of their business objectively, in terms of monetary rewards. To study pull motivations, we distinguished between intrinsic and extrinsic drivers. Entrepreneurs pulled by extrinsic factors were believed to be profit and growth oriented, whereas those pulled by intrinsic factors were expected to demonstrate lifestyle motivations and a subjective measure of success. In order to test the validity of these assumptions, a qualitative research approach was chosen to generate insights on the motivational drivers of the respondents. Twenty-eight interviews were conducted and analysed, and the respondents were classified into the different categories put forward in the assumptions. While the assumptions were validated, the findings showed several interesting discrepancies. Even though money as an initial driver proved to be strongly dominant, with duration of the venture, motivation seemed to gravitate away from profit orientation to lifestyle orientation. Reasons for this phenomenon lie in the financial situation of the entrepreneur, the nature of personal goals set prior to the venture and the pleasure of newly gained independence. Moreover, particularities of the hospitality industry, such as high involvement of the business-owner and personal engagement with clients seem to have a strong influence.
