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Igba-Boi model of entrepreneurship incubation among the Igbos in south-eastern Nigeria records outstanding and robust successes in producing entrepreneurs with global impact. Therefore, the need to understand its nature, process, driving force, challenges and make suggestions to reinvigorate it has become urgent and valid. Also, with the persisting overbearing influence of Western and lately Asian philosophies in the development of business theories and practice, it is long overdue to mainstream Africa's entrepreneurial philosophy into extant discourse; this chapter contributes to this effort. Such an attempt follows the belief that Africans with their indigenous systems hold higher hope for the development of the continent. Since the rest of the world had at some point in history leveraged on Africa's civilisation to forge ahead, this chapter argues that Africa stands to contribute to the global search for efficient incubation of entrepreneurs using the Igba-Boi model. The chapter is guided by and framed with reviewed publications, philosophies and theories that explain Igbos' construction of social realities and worldview. Structural functionalism and conflict theories offer in-depth insight in explaining the success story of the Igba-Boi institution. The chapter, in particular, adopts the Igbos' interpretation of their cosmos, its eschatological implications in explaining their tenacity and doggedness in successfully meeting all the requirements for graduating from Igba-Boi incubation system. By discussing Igba-Boi as a socioeconomic institution, this chapter draws attention to areas of neglect for improvement in order to harness its high potentials for enhancing its contribution to business practice in Africa and development of the continent.

In this chapter, we highlight the much-lauded Igba-Boi apprenticeship scheme that underpins the Igbo Traditional Business School. We explore the operational modalities of the scheme and its philosophical roots in the Igbo ontology. Acknowledging the effect of colonialism on the current trajectory of African ways of being, we compare the Igba-Boi scheme to the prototypical German apprenticeship system to highlight areas of potential improvement around levels of education, gender inclusivity and trade specificity. Based on this comparative evaluation, we recommend changes to the Igba-Boi model that will strengthen its utility for the educational needs of the formal and informal sectors of the Nigerian, and by extension, African economy.

There are notable indigenous business models in the African context that have either been unexplored or are yet to be highlighted and given due attention at the international level. This chapter provides a cross-case analysis of the indigenous business practices of three ethnic groups across West Africa: Nigeria (Igbos), Ghana (Ewes) and the Benin Republic (Guns), thus viewing business models, from anglophone and francophone perspectives. Specifically, the chapter discusses the apprenticeship models igba-boi, of the Igbo society, dorsorsror, among the Ewes, and eyi alo within the Guns society and succession models in the three societies ‘Inochi anya, domenyinyi and eyi kanta’ respectively, with the aim of highlighting insights for practice, policy and academia. Historically, there have been relevant structures to ensure the transfer of knowledge and wealth to the next generation; this is driven by both cultural and traditional systems of the ethnic groups. The findings show that the family unit plays a significant role in building a sustainable channel, though informal, through which the heritage of business models is attained. To this end, the authors recommend leveraging the unique models of apprenticeship and business succession practised in these ethnic groups to support current policies, such as those relating to Technical and Vocational Education and Training (TVET).

Being Igbo is synonymous with being enterprising. This is perhaps the most popular impression that many people have about the Igbo of south-eastern Nigeria. Historical antecedents indicate that prior to colonisation, the Igbo engaged actively in trade and agriculture. However, the events of the Nigeria Civil War (1967–1970) had an indelible impact on the economic activities and achievements of the Igbo. Since then, this ethnic nation has risen from economic ashes, and evidence abound in different commercial spaces across the globe. A critical driver of this economic renaissance is the Igba-Boi/Imu Ahia traditional business apprenticeship model. Founded on the Igbo philosophies of communality, co-prosperity and interdependence, the model is characterised by the transgenerational transfer of entrepreneurial skills and the reproduction of business champions. In this chapter, we assess the centrality of enterprise in the Igbo culture; appraise entrepreneurial activities of the Igbo during the pre-colonial and colonial periods; discuss the consequences of the Nigerian Civil War (1967–1970), as well as the post-civil war economic revival. Specifically, we analyse the processes, opportunities and challenges of the Igbo traditional business apprenticeship. Broad-based recommendations highlight imperatives for sustainability and leveraging across cultures and contexts.

Over the years, there have been calls for the integration of the Igbo Traditional Business School (I-TBS) into the contemporary entrepreneurship space, especially in Africa, to scale up entrepreneurial activities. The I-TBS model has demonstrated prominence in influencing entrepreneurial culture, skills transfer, start-up support mechanisms, enterprise success and sustainability; however, its reliability and replicability are often questioned. Among a myriad of issues, lack of comprehensive documentation that isolates the merits as well as demerits, is a concern. An understanding of I-TBS’ validity, reliability, replicability and compatibility are others. As a result, it has been difficult to accord the model the needed recognition. This desktop review chapter, is an effort to contribute to the improvement of the model, synthesise its strengths, weaknesses, opportunities, and threats with specific reference to the Igba-Boi entrepreneurship scheme. The Atlas-ti v8 software was used in the synthesis. Based on the review, attributes such as togetherness and solidarity in business, free transfer of skills, upholding entrepreneurial culture which are passed from generation to generation and building family/social ties were key strengths of the model. The weaknesses come in the form of lack of regulations to monitor irregularities, inappropriate contractual method and the abuse of mentees. Openings for interested individual to access training, assurance for start-up capital and partnership/collaboration options were key opportunities. False accusations of mentees, breaching settlement agreement, unfair dismissal of mentee, and lack of solid ground for justice, are the major threats. It is expected that these findings will form the basis for further research and policy actions to improve the model.

In this chapter, the term responsible management is explained with regard to how it relates to the Igbo apprenticeship system (IAS). Responsible management is ‘the assumption of a person’s responsibility for sustainability, stakeholder value and ethics’ (Laasch & Conaway, 2015, p. 25).

The introduction describes the origin of the Igbo tribe, their exposure to entrepreneurship and the birth of the IAS. It also describes the IAS as a business philosophy targeted towards economic equilibrium. The IAS’s three stages, namely talent identification, learning stage and settlement stage is then discussed followed by the two forms of the IAS: the ‘Igba boi’ (to assist with any task) and ‘Imu oru aka’ (to learn a skill) also known as ‘Imu ahia’ (to learn a trade).

The chapter further presents how IAS promotes sustainability, which involves the protection, creation and maintenance of social, environmental and economic business values. In addition, the various ways via which the IAS encourages the need for decisions in management to be morally desirable in both process and outcome for the benefit of all parties involved will be discussed. This chapter explores how IAS does not only practice responsible management but promotes the idea of responsible management in Nigeria and across the continent. It dissects the contributions of the IAS to the Igbo community, short-comings of the system and how it can be applied to effect positive change in other sectors.

While the IAS has been around for decades, research shows that very little work has been done to document it and written reports on it are sparse. Thus, for this chapter the author chose to interview real people who are products of the IAS. Findings demonstrate that the system has remained the same over the years. However, there are less people using the system today due to some negative social reasons. The people interviewed are quoted in this chapter where relevant but their real identities will not be used here thus, they will be referred to as Mr Ben and Mr James. It is also noteworthy that the author is an Igbo woman who has first-hand information on the Biafra war and how the Igbo people worked hard to recover from its effects.

Apprenticeship is an ageless method of transferring knowledge of a particular trade or business from a master to an inexperienced apprentice. Africans employed various apprenticeship methods to transfer their traditions, customs, and trades to successive generations. In Nigeria, various tribes have different methods of practising apprenticeship. This study, therefore, examines apprentice training and mastership as procedures that Igbo entrepreneurs of South-East Nigeria deploy to develop their management skills. A multi-case study approach of Igbo entrepreneurs was adopted for the study. The data were collected through face-to-face interviews, and a narrative approach was used for the analysis. Findings reveal that Igbo entrepreneurs achieve managerial development through apprentice training and mastership. The chapter recommends that aspiring entrepreneurs undergo apprentice training and mastery before investing in any business. Finally, the government and its citizens can adapt the Igbo apprenticeship model to reduce unemployment and increase business ownership across Africa.