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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.

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.

The purpose of this paper is to examine the attributes of the Igbos in Eastern Nigeria and the underlying factors influencing their entrepreneurial behaviour. More specifically, the study highlights the links between family, culture, institution and entrepreneurial behaviour in the African context.

This paper is based on a qualitative research method by interviewing 50 entrepreneurs and community leaders of the Igbo nation. Igbos have been described as “naturally enterprising and ingenious” and can be found throughout Nigeria and West Africa. Understanding the vagaries of ethnic entrepreneurship can arguably only be achieved through research that is undertaken within these socio-historically rich, traditional and cultural contexts.

Linked to the social learning theory, Igbo families provide an entrepreneurial leadership platform which influences youths through role models, providing mastery experiences and socialisation. The extended family provides a safe environment for risk taking, creativity and innovation. Also, an informal apprenticeship system provides entrepreneurial learning that prepares the younger generation to take to business as a way of life.

The study is based on a relatively small sample size of 50 respondents, which makes it difficult to generalise the findings despite the benefits of the research methods adopted in the study. Also, there are limitations to the extension of the findings to a generalised Igbo population comprising individuals who may, or may not, behave entrepreneurially.

There are significant practical implications, both nationally and internationally, for policy makers that are concerned with developing jobs for the growing population of unemployed youths and inclusive entrepreneurship in Nigeria.

The research has three main contributions. First, it valorises indigenous knowledge of family and institutional entrepreneurial behaviour in an African context. Second, it highlights the importance of the linked institutions of the extended family and the informal apprenticeship system in Igbo culture. Finally, it provides a model and an explanation of how the Igbo culture nurtures and develops transgenerational entrepreneurial behaviour.

This study presents an economic investigation of the entrepreneurship practise of the Igbos of South-Eastern Nigeria. It is intended to deepen entrepreneurial development and employment generation in the country. This study also provides empirical support to situate the Igbo entrepreneurship model (IEM) among existing entrepreneurship literature, particularly for research in developing countries.

The study adopts a quantitative approach to examine 1,187 responses carefully drawn from the Onitsha and Nnewi business clusters in Anambra state. In addition to descriptive demonstrations, the Propensity Score Matching (PSM) technique is employed to estimate the effects of treatment on the treated by pairing treatment and control units with similar attributes on the propensity score and other likely covariates. Specifically, the PSM is used to perform a counterfactual analysis of the effect of the entrepreneurship model on business outcomes by examining participants and non-participants in the IEM.

The key findings of the study indicate that entrepreneurs who participated in the IEM have higher business survival rate, business growth rate and access to trade and informal credit, while non-IEM entrepreneurs have better access to formal credit source than the IEM graduates.

Generalisation of results can be limited since the study is based on responses of samples drawn from two clusters (Onitsha and Nnewi) in Anambra State, South-East Nigeria. The clusters, though situated in Igbo land, are not the only Igbo business locations in the South-East region and the rest of the country. However, with the larger number of the respondents and synchronisation with existing literature in this subject area guarantee the robustness and applicability of the study findings.

The novelty of this study rests on its pioneering attempt to empirically examine how the IEM can drive entrepreneurial development in Nigeria. The authors also distil lessons for evidenced-based replication of the model to provide a sustainable employment channel for the country. The study posits, among other things, that the IEM can be a veritable approach for enterprise development and youth employment in Nigeria.

The Igbo people of south-eastern Nigeria are generally acknowledged as traders and astute entrepreneurs. Extant literature has investigated the various indigenous practices of Igbo entrepreneurs that ensure business success. Despite these efforts, knowledge of their financial practices has been limited. This chapter provides insights on the financial practices that are common amongst Igbo micro-entrepreneurs and the immense benefits of the practices. To unravel these practices, in-depth interviews were conducted with 15 micro-entrepreneurs involved in supermarket, spare parts and food items businesses in Lagos, Nigeria. Using a grounded theory approach, four significant financial practices such as rotating financial contribution, deferred financial arrangements, financial settlement practice and financial prudence common among the Igbo micro-entrepreneurs were identified. Based on the findings, relevant recommendations were made for financial educators and the management of modern financial institutions to adapt and incorporate some of these indigenous financial practices in teaching curricula and financial product designs.

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.

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.