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Native American (NA) women's health needs in general are underresearched, and use of holistic, community-informed, and resilience-based approaches are rare. Despite extensive documentation of the continuing health inequalities between NA women and the general US population, little research examines what healthcare infrastructure and healthcare provider factors most impact, and exacerbate, these health disparities. The purpose of the study was to provide insight into the healthcare experiences of NA women. A qualitative descriptive research methodology with “hues” of an ethnographic life-history approach was used. Data were collected through qualitative semi-structured life-history interviews with 31 NA women from the Gulf Coast region of the United States. All women identified healthcare obstacles and barriers. These barriers were predominately comprised of Healthcare Infrastructure Barriers, which entailed: (1) Cost and Insurance Barriers; (2) Concerns about Western Medication; (3) Language Barriers; (4) Distance to Medical Facilities or Specialists; and (5) Long-wait Times, and Negative Provider Relationships, which included: (1) Rushed or Rude Provider Interactions; (2) Providers not Listening, or Ignoring Patient Concerns; (3) Poor, Inaccurate, or Inadequate Care or Diagnosis; (4) Discrimination in Healthcare; and (5) The need for Personal Relationships with Providers. These findings suggest that healthcare infrastructure issues and poor healthcare provider relationships are important structural issues that contribute to health disparities. The findings from this study have important implications for the type of training those working in healthcare services receive to be more sensitive to the needs of NA women and suggest that NA women may need unique support when accessing healthcare.

The Hausawas are the largest ethnic group in sub-Saharan Africa, and significantly influence trade and development in the region (Limbs & Fort, 2000; Sabiu & Sarwar, 2019). They are highly entrepreneurial and have participated in international trade for centuries, particularly along the trans-Sahara. Historically, the Hausas have been considered one of Africa’s major trading powers. As of the twelfth century ad, their trading prowess was only rivalled by that of the Mali Empire and the Kanem-Bornu Empire (Sabiu, Zainol, & Abdullah, 2019).

Much can be learnt from indigenous Hausa culture of responsible management. Unfortunately, due to its multiple acculturative history, many aspects of this culture have not been properly preserved. Using historical sources, proverbs, and folktales, the author reclaims key cultural practices, values, and attitudes of the Hausa people that promote responsible management. Prominent amongst these values are kirki, respect for human dignity, spirit of work, being responsible, and honesty.

This chapter is an exploratory piece based on the historical and cultural background of Yorubaland. It examines the conceptual and theoretical understanding of responsible business management globally, and in Yorubaland, the perception and practice of responsible business management in Yorubaland, and the purposes of responsible business management in Yorubaland. It deploys an extensive review of extant literature, perceptual engagement of Yoruba and non-Yoruba Indigenes on responsible business management in Yorubaland through survey (See Appendix for respondent’s profile), in-depth interviews, and a comparative validation review of the case of an intergenerational business in Nigeria.

The case review showed that the family business viewed the cultural expressions in the family business management as strengths. Values were recurrent features in its success evaluation, and responsibility concerning various stakeholders was a business imperative. The perceptual survey and engagement showed that Yorubaland must and should bring its respect for knowledge and education, promotion of cultural heritage: Ọmọlúàbi, use of traditional cooperative approach to management for talent development and capital generation. Additionally, the Yorubaland can leverage what merit and experience and documentation of techniques and methods employed by successful businesses can afford their institutions, current and future business management practice.

This chapter provides insights for further research: business models, frameworks, and cultural understanding that work for Africa. It posits values as central for connecting other elements of responsible management and the consequential desired results. African (including Yoruba) storytelling and proverbs should be used consciously and often, during strategy sessions and retreats, for personal development plans/personality-archetype profiling, organisational culture mantras, and community/societal development advocacy efforts.