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Informal associations are typical features of farm and non-farm ventures especially within rural communities. Owing to the informality of these associations, members of the groups usually evolve strategies to cope with different kinds of economic and social shocks such as the COVID-19 pandemic or unexpected economic recessions. Accordingly, entrepreneurship and non-farm business development in rural areas require massive finance input, which this group largely lacks owing to agrarian activities which is the main source of revenue. Therefore, to inform rural development policies, this chapter draws on the interrelationships that exist between finance options (including formal, informal and social networks) and small business development. Using the World Bank Living Standards Measurement Survey – Integrated Surveys on Agriculture (LSMS-ISA), the analytics identifies informal financing and social networks as leading alternatives to formal financing option in rural businesses. Therefore, we suggest that the government institutions recognise and formalise informal finance systems. This will not only aid access to government interventions and programmes, but foster collaborations with existing formal institutions and investors for sustainable rural business financing.

This study examined the factors influencing willingness-to-repurchase for each class of airline service, and integrate the constructs of service quality, satisfaction and willingness-to-repurchase which were rooted on Engel-Kollat-Blackwell (EKB) model. The study focuses on the domestic and international arrival of passengers at Murtala Muhammed International Airport in Lagos and Nnamdi Azikwe International Airport in Abuja. Information was gathered from domestic and foreign passengers who had post-purchase experience and had used the airline's services more than once. The survey data were obtained concurrently from arrival passengers at two major international airports using an electronic questionnaire through random and purposive sampling techniques. The data was analysed using the ordinal logit model and structural equation model. From the 606 respondents, 524 responses were received but 489 responses were valid for data analysis and reporting and were obtained mostly from economy and business class passengers. The study found that the quality of seat pitch, allowance of 30 kg luggage permission, availability of online check-in 24 hours before the departing flight, quality of space for legroom between seats, and the quality of seats that can be converted into a fully flatbed are the major service factors influencing willingness-to-repurchase economy and business class tickets. Also, it was found that passengers' willingness to repurchase is influenced majorly by service quality, but not necessarily influenced by satisfaction. These results reflect the passengers' consciousness of COVID-19 because the study was conducted during the heat of COVID-19 pandemic. Recommendations were suggested for airline management based on each class.

This chapter theoretically examined coronavirus (COVID-19) and entrepreneurship in Africa. Also, the challenges and opportunities of small and medium enterprises (SMEs) innovation were assessed. The researchers adopted a qualitative method to review secondary data, information from previous kinds of literature including pertinent internet sources and working papers. Similarly, the chapter considered an innovative-based perspective of entrepreneurship and explicates the emerging opportunities created by COVID-19. The chapter also analyzed the COVID-19 and its effect on entrepreneurship in Africa by identifying and discussing existing challenges caused by the pandemic. Furthermore, some information about the nature of COVID-19 and its effects in Africa were adequately evaluated. Gleaned evidence from literature revealed that there is a possibility that the unpremeditated damage to entrepreneurship in Africa as caused by the COVID-19 could be persistent. The chapter also showed that the emergence of the COVID-19 has threatened the survival of businesses especially SMEs, thereby increasing the level of unemployment across the African continent and has generated critical challenges for entrepreneurship development. Finally, the chapter will add to the evolving challenges and opportunities of entrepreneurship in Africa. However, entrepreneurs can build on the strengths of innovative activities to develop a survival mindset, develop financial resilience and adjust business archetypes to the realities of COVID-19 and post-COVID-19 era which in the short and long term can accentuate entrepreneurship development within African continent.

Many countries across the planet are facing unprecedented challenges because of COVID-19 infections and Nigeria inclusive. Although the 1999 constitution of Nigeria clearly states that security and welfare of the citizens are the primary purposes of government, the COVID-19 situation in Nigeria has exposed the government's attitude towards insecurity ravaging the country. Against this backdrop, this study focused on insecurity during COVID-19 pandemic in Nigeria to ascertain the policy gaps and prospects for inclusive security outfits. The study was anchored on institutional theory. Data for the study were drawn from participant observation and authentic secondary sources. The study identified that Nigeria has been held hostage by criminality of bandits, kidnappers, protests, etc. The study recommended among others that government should take advantage of the recent security loopholes in the country to establish a state police. This will lead to significant improvement in police service delivery.

In a world that represents a diverse genre of individuals ranging from age to sexual orientation and beyond, organizations struggle to create a culture of belonging. A culture where an individual feels comfortable and empowered to bring her authentic self to the workplace. We argue that a culture of belonging happens when leaders practice cultural humility and inclusion competencies and work together with their diverse populations to transform the existing culture. Creating a culture of belonging requires all leaders of the organization to assess their inclusion competencies, understand power dynamics that exist within the organization, and be constantly aware that belonging is a continual process. We found that when leaders of an organization engage in cultural humility training, inclusion competencies assessments, and personal development plans (PDPs), the outcome resulted in a greater awareness of self and others along with a recognition of the existing power dynamics that can result in employees feeling they are a part of the organization. We opined that cultures of belonging exist when organizational leaders ensure each members’ psychological well-being and safety. We conclude that transparency in today’s organization consists of leaders finding practical ways to connect diverse groups of members. Transparency is also about having open doors where people of all ethnic, racial, sexual, and religious statuses are welcome to enter. Our study supports the findings of Katz and Miller (2016) that a culture of belonging is where trust is built, the thoughts and ideas of others are respected, and safety exists for all members.