Talent Recruitment, Knowledge Management and Business Performance: A Case Analysis of Igbo Traders in Lagos State

Abstract

The Igbos of south-eastern region of Nigeria are known for their rich cultural heritage which permeates all their socioeconomic life. Sacrosanct among their social institution is their business practice which has outlived generations, but its impact is still felt not only in the south-eastern region but also in Nigeria as a whole. Igbo business practices have become integral to an average Igbo man's life, and it is the cornerstone on which their values are promoted. This is evidence in their desires to make wealth and be successful hence the adage ‘ego ji oru’ which means ‘money has the answer to projects’. Generally, Igbo culture and values are reflected in their business practices. The Igbos have a strategic model of attracting, retaining, transferring knowledge and developing talents. This unique model has contributed to the sustenance of Igbo businesses through manpower development and has also influenced their business performance over the years. The Igbos seek and develop talents in their area of business interest for continuity, performance and value creation. This chapter explores how talents are recruited to become apprentices and how knowledge is transferred to these apprentices by their Igbo master known as ‘oga’. Also, the effects of the recruitment process and the knowledge transfer mechanisms on business performance are evaluated. The chapter adopts a case study approach and sampled six small Igbo businesses in Ajah market, Lagos. The chapter revealed that the Igbos have indigenous strategies of recruiting and developing talents which influence the performance of their business. Informed recommendations were made for business in Africa at the end of the chapter.

Citation

Chikere, N.A., Moradeyo, A.A. and Adisa, I. (2020), "Talent Recruitment, Knowledge Management and Business Performance: A Case Analysis of Igbo Traders in Lagos State", Adeola, O. (Ed.) Indigenous African Enterprise (Advanced Series in Management, Vol. 26), Emerald Publishing Limited, Leeds, pp. 91-108. https://doi.org/10.1108/S1877-636120200000026007