THE EFFECT OF IGBO INHERITANCE CULTURE ON MANAGEMENT SUCCESSION IN PRIVATE INDIGENOUS ENTERPRISES IN SOUTH EASTERN NIGERIA

ABSTRACT

This study investigated private indigenous enterprises in South Eastern Nigeria within the context of Igbo inheritance  culture.   Of particular  interest  is the  continuity and performance  of  these  enterprises.    Many  of  these  enterprises  which  are  important contributors to wealth and employment creation, disappear from the business scene or experience significant decline upon the death or incapacitation of their founders.  One issue that can help to account for the scarcity of long-established firms is the crisis of management succession.   This study therefore sought to determine the effect of Igbo inheritance culture on  management succession process; determine the effect of Igbo inheritance  culture  on  enterprise  continuity;  determine  the  extent  of  relationship existing between  factors associated with primogeniture (first born); and to determine the effect of gender-restrictive inheritance culture and multiple heirs’ inheritance.   The research  was conducted using survey design.   The population of the study was 750 owner-founders/managers,   middle  managers  and  senior  staff  from  the  44  private indigenous enterprises selected for the study.  These 44 enterprises were selected from the 436 enterprises that registered with the States’ Ministries of Trade, Commerce and Industry in South Eastern Nigeria.  A sample size of 511 respondents was drawn from the  population  using  Tara  Yamane’s  sample  size  formula.    A  stratified  sampling technique was also used to determine the proportionate allocation of questionnaire to owner-manager,  middle  managers  and  senior  staff.   The  instruments  used  for data collection were the structured questionnaire, interview schedule and empirical research findings from available  related literature.   The reliability of the instrument was done through test-retest method.  The result gave a reliability index of 0.96, indicating a high degree of consistency.  The data collected from the field were presented in percentages and   analyzed with descriptive statistics to answer the research questions while corresponding hypotheses were tested using Z – test statistic at 0.05 alpha level.     The study  found  that  Igbo  inheritance  culture  had  a  negative  effect  on  management succession  process;  Igbo  inheritance  culture  had  a  negative  effect  on  enterprise continuity (the management  succession  process  in private  indigenous  enterprises  in South Eastern Nigeria, jeopardises rather guarantees the sustainability or longevity of these enterprises); factors associated with primogeniture (first born) rule of inheritance affect  management  succession  process;  gender-restrictive  inheritance  culture  had  a negative effect on management succession; and multiple heirs inheritance culture had a negative  effect  on  management  succession.    The  conclusion  of  the  study  is  that management succession is influenced by the Igbo inheritance culture.   The principles and practices  under-girding  customary inheritance  culture in Igbo  society constitute inappropriate  mechanism  for intergenerational  transfer of  ownership.   Based  on the findings of the study, it was recommended that in order to achieve effective succession in these enterprises, owner-founders should pay ample attention to managing culture; the founder should lay the foundation for a successful entrepreneurial succession and enterprise  continuity before his old age  or ailment; women should be provided with equal education and access to managerial positions could raise economic growth by as much as one percent.   The study’s major contribution to knowledge include: model modification  or the  development  of an improved  systems’  cybernetic  model of the transform   of   the   culture   process   captioned:   MANAGEMENT   SUCCESSION SYSTEMS’ CYBERNETIC MODEL.

CHAPTER ONE INTRODUCTION

1.1       BACKGROUND OF THE STUDY

Private indigenous enterprises are a very important part of the Nigerian economy.  In virtually every country of the world,  private  indigenous  enterprises  are seen  as an engine  of  growth  and  are  among  the  most  important  contributors  to  wealth  and employment  creation (IFERA, 2003:235; Sharma, 2004:5; Tan and  Fock, 2001:123; Ward, 2004:240).   In countries at same levels of development  with Nigeria, private indigenous enterprises contribute a much higher proportion to Gross Domestic Product (Oyeyinka, 2010:5).  According to Oyeyinka (2010:6), studies by the IFC in 2003 show that  approximately  96%  of  Nigerian  businesses  are  private  indigenous  enterprises. Private indigenous enterprises represent about 90% of manufacturing/industrial  sector in terms  of number of enterprises  and  contribute  approximately  1% of total Gross Domestic Product and approximately 14% of total manufacturing contribution to Gross National Product.

From  the  1950’s,  Nigeria  began  to  make  an  unprecedented  effort  to  encourage economic growth and development (Nwachukwu, 2005:16). According to Nwachukwu, between  1952  and  1959,  the  government  introduced  the  Aid  to  Pioneer  Industries Ordinance,   gave   import   relief  taxation   and  established   the   Nigerian   Industrial Development  Bank Limited to assist entrepreneurs  engaged  in industrial production, commerce,  agriculture,  and  the  exploration  of natural  resources.  At  independence, Nigeria, like other countries, saw that there was a great and urgent need to develop the economy through indigenous participation. This is because the economy inherited from the colonial government could not sustain the quest for national pride and greatness. Hence,   various   governments   since   independence   had   embarked   on   measures, programmes, policies and laws aimed at encouraging entrepreneurial activities among our people.   Among such efforts or measures was the national development planning programmes.  For example, the first national development plan in Nigeria was between

1962-1968; while the second plan was between 1970 and 1974.  The third plan came between 1975-1980,  while the fourth plan was  between 1981  and 1985  (Olagunju,

2004:12).

In February, 1972, according to Olagunju, the Federal Government promulgated  the Nigerian Enterprises Promotion Degree No.4 (as amended in 1977).  The decree has the objective of promoting the spirit of entrepreneurship in Nigerians by setting aside certain enterprises exclusively for Nigerians.  The decree, also realizing the shortage of capable managers who could manage businesses being bought over from foreigners, established the Industrial Training Fund (ITF) to offer managerial training to would-be manager.    In 1977,  the  government  established  National  Economic  Reconstruction Fund (NERFUND), and People’s Bank. Further, because of the hopeless state of the Nigerian economy since early 1980s, the government in 1985 introduced the dreaded Structural Adjustment Programme (SAP).   The programme was aimed at saving the economy of Nigeria from total collapse through liberalization of the economy, which allows greater private initiatives.  Consequently, many enterprises were opened up for private participation. Also, one of the former President Obasanjo’s reforms of 2003-

2007 is the National Economy Empowerment  and Development Strategy (NEEDS). One of the key strategies of NEEDS is growing private sector.

All  these  monetary,  fiscal  and  industrial  policy  measures  aimed  at   encouraging entrepreneurial activities among our people.   This enabling environment provided by the various governments made private entrepreneurial activities to flourish all over the country (Olagunju, 2004:12).  The south-east states, however, were not left out in the quest  for  industrialization.    These  states  got  themselves  in  virtually  all  types  of enterprise  namely,  manufacturing,  hospitality,  cloth  making,  processing,  farming, construction, service and  transportation.   Little wonder that Oyeyinka (2010:3) posits that  approximately   96   percent  of  businesses  in  Nigeria  are  private  indigenous enterprises.   Some of these indigenous enterprises have grown from small to medium and  large  scale  businesses  and  some  of  these  firms  have  production  facilities  and organisational structures comparable to their multinational or state-owned counterparts. These enterprises were established  with the specific goals and  objectives to provide employment,  facilitate  economic  growth,  provide  goods  and  services and boost the living standards of the masses (Olagunju, 2004: 12).

From the above, it is clear that the importance of private indigenous enterprises cannot be  over  emphasised.  These  private  indigenous  enterprises  are  fast  becoming  the dominant form of business enterprise in both developing and developed economies and

their influence, as well as their numbers, can be expected to increase substantially in the near  future  as  these  enterprises  possess  great  potentials  for  employment,  growth improvement  of local technology,  output diversification,  development  of  indigenous entrepreneurship  and forward integration with large scale  enterprises(Ryan,  1995:12; Oyeyinka,  2010:2).    In Nigeria  for  instance,  private  indigenous  enterprises  employ more  than  50%  of  the  private  sector  workforce  (Oyeyinka,  2007/2010:2).    In  the developed  world, private indigenous  enterprises known as family businesses are the most  important  sources  of wealth  creation  (Tan  and  Fock,  2001;  Sanusi,  2003:16; Ward, 2004:240;Surdej and Wach, 2010:122).   Further, private indigenous enterprises provide “more than half of Africa’s urban employment and as such as one – fifth of Gross  Domestic   Product   in  many  countries”   (World   Bank,  1991:10).     Private indigenous enterprises are reckoned as one of the engines of the post-industrial growth process since they are credited for nurturing across generations entrepreneurial talent, a sense  of loyalty to business success, long-term strategies commitment, and  corporate independence (Poutziouris, 2001:35).

Even with private indigenous enterprises assuming such an important role as engine of growth  –  wealth  creation,  employment   generation  and  poverty  reduction,   these enterprises are characterized by alarmingly deteriorating survival rates.  Studies show that many of the enterprises disappear from the business scene or experience significant decline  upon  the  death  or  incapacitation  of  their  founders  (Nwachukwu,  2005:21; Forrest, 1994:237; Wild, 1997:122; Sam, 2003:372; Liedholm and Mead, 1993;   9:159; Bjuggren and Sund, 2001:12; Poutziouris, 2001; Le-Breton-Miller,  Miller, and Steier,

2004:305;  Olagunju,   2004:9;  Jordan,  2005;  Scotland,  2010:1;  Parrish,   2009:48; Momoh, 2010:2).  Indeed, according to the Family Firm Institute, a research group in Boston, only 30 per cent of family owned businesses make it to the second generation,

10 per cent to the third generation, and 3 per cent beyond the third generation (Momoh,

2010:3). This paucity of long established  firms has serious implications  for  national viability  because  prospects  for  economic  development  become  limited  where  the wealth accumulated by each generation of indigenous entrepreneurs  is  lost when the owner die. Development, therefore, is anchored in the principle of cumulative legacy. A  legacy  of  generational  extinction  of  accumulation  makes  for  underdevelopment (Ukaegbu, 2003:2).  As a primary contributor to the economic and social well-being of the nation, their lack of longevity is a cause for concern.

Although  there  is a plethora  of studies  on the reasons  for the  general  volatility  of private indigenous enterprises (Abram, 2002:20; Nwachukwu, 2005:19; Esu,  2003:4; Sam, 2003:372), one of the greatest challenges facing indigenous African businesses and developed economies today and one potential source of this volatility which can also account for the scarcity of long-established firms is the crisis of succession, that is, uncertainty  about  the future of the organisation  beyond the founder (Forrest, 1994; Willer,  1996:5;  Sam  and    Kilby,  1998:134;  Maphosa,  1999:169;  Sam,  2003:372; Ukaegbu,  2003:1;  2010).  It has been  estimated  that the worldwide  survival  rate of family businesses  to the second  generation  is only thirty percent,  while fewer than fourteen  percent  survive  beyond  the  third  generation  (Venter,  Boshoff  and  Maas,

2005:284).   While all enterprises  are susceptible to failure, regardless of  ownership, private  indigenous  businesses  contend  with  some  unique  issues  among  which  is managing succession.  This is in line with Magretta (1998:121) and Matthews, Moore and Fialko (1999:160) observation that one of the main reasons (if not the single most important reason) for high failure rate among first and second-generation businesses is their inability to manage the complex and highly emotional process of ownership and management succession from one generation to the next.  This problem is not peculiar to indigenous  African  enterprises  as Tootellan and Gaedeke  (2000:223)  and Willer, (1996:3) argue that  history replete business failures that result from poor succession policies.

Succession,  in  organisational  theory  and  practice,  is  the  process  of  transferring managerial control from one leader or one generation of leaders to the next.  It includes the dynamics preceding the actual transition as well as the after-math of the transition (Shepherd and Zacharakis, 2000).   In the context of private indigenous enterprise(s), management  succession  is  the  process  by  which  ownership  and  control  of  the production or commercial infrastructure accumulated by one generation of a nuclear or extended  family  is  transferred  to  the  next.    Succession  is  a  vital  instrument  in organisational growth, long-term stability, survival and sustenance.  However, there are certain factors that do  constrain succession process in private indigenous enterprises which in turn affects enterprise sustainability.   For instance, apart from the founder’s inability  to  plan  for  the  succession  because  to  do  so  means  acknowledging  one’s mortality (Willer, 1996:3; Ukaegbu, 2003; Kets de Vires, 2007:29), there is the

increasing  awareness  of  the  influence  that  Igbo  inheritance  culture,  is  capable  of exerting  on  management  succession  (Sam,  1998,  2003;  Ukaegbu,  2003;  Maphosa,

1999).

Culture is one basic assessment of whether a society is either developing slowly or rapidly (Mbakogu, 2004:41).  Culture is described as the way of life of a certain group of people in a particular society (Iris and Prothro, 1965:19; Ukeje, 1992:395; Shoremi,

1999:94).   No society exists in a vacuum,  as such, existing cultural patterns of  the people will determine whether and to what extent the society develops.  Little wonder Isamah (1996:31) reports that “numerous studies of anthropologists have shown that the cultural  patterns   or  practices   of  a  people   are  closely  related   to  the  pace  of industrialGdevelopment.”    Similarly,  Barney (1986:568)  and Ott  (1989:322)  in their studies   found   that   there   is  a   relationship   between   culture  and   organisational performance.   What is implied  in this view is that  cultural institutions pose serious constraints to the existence of enterprises.

In Igbo society, there are diverse inheritance rules or norms. The rules of inheritance include  –  primogeniture  (first  born),  gender-restrictive   inheritance   rule,  multiple heirship or inheritance (as a result of polygamy marriage)(Ukaegbu, 2003; Sam, 1998 and Maphosa, 1999). These inheritance cultural factors have been circulated to be of significant consequence on management succession because management succession in private indigenous enterprises in Igbo society does follow or is expected to follow the rules of inheritance (a situation where the founder bequeaths his assets, including his commercial   enterprises   to   his   heir(s)).  An  understanding   of  the  socio-cultural environment  in  which  the  enterprises  operate,  the  cultural  context  within  which succession plans operates as well as their potential to be sustainable springboards for societal  accumulation  is  crucial.    The  organisational  world  is  vast  in  its  detail, complexity and uniqueness.  Thus, for an enterprise to achieve smooth succession and enterprise sustainability, it must jettison it traditional systems (traditional philosophy of life,  and  totality  of  beliefs,  knowledge  and  customs),  which  are  at  variance  with industrial culture (Ewurum, 1999:1). Giambatisca et al. (2005:987) in a comprehensive review of succession  literature,  suggest  further  that  as  successions tend  to be very disruptive, incumbent leaders need to understand  succession and to conduct ongoing succession planning to minimize organisational instability.

Management succession is a vital process in organisational life and the transition of the owner-founder  has  a  more  significant  impact  on  a  firm  than  other  management transitions  due to the influence  and  authority these  leaders  typically possess.    The “pervasiveness of the Chief Executive’s impact on the firm and the symbolism of Chief Executive succession is considered different from turnover at lower levels” (Kesner and Sebora,  2004:124).     A  Chief  Executive  succession  process  has  the  potential  of impacting  individuals  at every level of  the organisation  because  the change  of the founder  tends  to  trigger  other   changes  in  an  organisation,   tends  to  be  messy, unpredictable, complex and  dynamic (Burns, 2005:27; Davis, 1999:; Cabrera-Suarez,

2005:38; Dawson, 2005; Haddadj, 2003).   Kesner and Sebora (2004:224) note  that, “Chief Executive succession may also represent a unique case because the nature of the Chief Executive’s job is substantially different from other organisational positions.  The job is idiosyncratic, non-routine, and unstructured…there  is nothing typical about the typical Chief Executive.”

Though succession at any level remains a vital instrument  in organisational  growth, long-term stability, survival and sustenance,  to date there has not been  an  empirical work available  in the literature  that  considered  the issue  of  succession  in business enterprises from a cultural perspective.  Most empirical research thus far has addressed the    owner-founder    characteristics,    organisational    characteristics,    demographic parameters  of  an  enterprise,  context  and  financial  factors  (De  Massis,  Chua,  and Chrisman, 2008:186; Surdej and Wach, 2010:130; Davis and Harveston, 2001:45).    In Nigeria,  what  appeared  to  predominate  are  mainly  conference  and  journal  papers. Maphosa (1999:378) posits that the success of African economies will to a very large extent depend on the organisation management practices and leadership styles.  The x- ray of culture, a growing problem of management succession is a crucial topic. This study, therefore, seeks to examine the private indigenous enterprises in South Eastern Nigeria within the context of Igbo inheritance  culture.   Of particular  interest  is the degree to which the sustainability/longevity  and performance  of  these enterprises  is determined by factors related to the prevailing inheritance culture of Igbo society when the founder dies.

1.2       STATEMENT OF THE PROBLEM

The problem of this study is the difficulty in determining the effect of Igbo inheritance culture on management succession process in private indigenous enterprises.   A crucial challenge in all private indigenous enterprises is  management succession.   There is a barrier in the ways the owners-founders  do  management  succession because in Igbo society, selection of heir(s) is restricted  to  a specific social unit, typically the family which  follows  the  cultural  inheritance  rules.    Inheritance  culture  has  remained  an encumbrance to management succession in private indigenous enterprises.   Given how essential  the  succession  process  is  for  the survival  of enterprises  in South Eastern Nigeria after the death of the founder, there is the need to find out the extent or the probability that Igbo inheritance culture have affected management succession.

1.3       OBJECTIVES OF THE STUDY

The main aim of this study is to examine  the effect of Igbo inheritance  culture  on management  succession  in private  indigenous  enterprises  in South Eastern  Nigeria. Specifically, the objectives of this study are:

1.      To determine the effect of Igbo inheritance culture on management  succession process in private indigenous enterprises in South-Eastern Nigeria.

2.      To determine the effect of Igbo inheritance culture on management  succession outcome (enterprise continuity/discontinuity) in South-Eastern Nigeria.

3.      To determine the extent of relationship existing between factors associated  with primogeniture   (first  born)   rule  of  inheritance   and   successful   management succession.

4.      To determine the effect of gender-restrictive inheritance culture on management succession.

5.      To ascertain the extent to which multiple  heirs’ inheritance affect  management succession in private indigenous enterprises in South Eastern Nigeria.

6.      To modify System’s Cybernetic Model of the transform of the inheritance culture process and output of the improvement in the management succession in private indigenous enterprises in South Eastern Nigeria.

1.4       RESEARCH QUESTIONS

For this study to accomplish the set objectives,  the following research questions  are presented thus:

1.        What  is  the  effect  of  Igbo  inheritance  culture  on  management  succession process in private indigenous enterprises in South Eastern Nigeria?

2.        What  is  the  effect  of  Igbo  inheritance  culture  on  management  succession outcome (enterprise continuity/discontinuity) in South Eastern Nigeria?

3.        To what extent is the relationship between factors associated with primogeniture (first born) rule of inheritance and successful management succession in private indigenous enterprises in South Eastern Nigeria?

4.        What is the effect of gender restrictive inheritance culture affect  management succession in private indigenous enterprises in South Eastern Nigeria?

5.        To  what  extent  does  multiple  heirs’  inheritance  culture  affect  management succession in private indigenous enterprises in South Eastern Nigeria?

6.        Can a model be modified of the transform of the inheritance culture process and output of the improvement in the management succession in private indigenous enterprises in South Eastern Nigeria?

1.5       RESEARCH HYPOTHESES

Based on the highlighted research objectives and research questions, the following research hypotheses are formulated to effectively guide and direct this study:

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1.        Igbo inheritance culture has a positive effect on management succession process in private indigenous enterprises in South Eastern Nigeria.

2.        Igbo inheritance culture has a negative effect on management succession outcome (enterprise continuity) in private indigenous enterprises in South Eastern Nigeria.

3.        There is a significant relationship between factors associated with primogeniture (first born) rule of inheritance and successful management succession in private indigenous enterprises in South Eastern Nigeria.

4.        Gender restrictive inheritance culture has a negative effect on management succession in private indigenous enterprises in South Eastern Nigeria.

5.        Multiple heirs’ inheritance to a large extent affects management succession in private indigenous enterprises in South Eastern Nigeria.

6.        A model can be modified of the transform of the inheritance culture process and output of the improvement in the management succession in private indigenous enterprises in South Eastern Nigeria.

1.6       SIGNIFICANCE OF THE STUDY

The following  persons  will benefit  and use the information  from the study.    They include:

1.      The managers, staff and policy makers in Nigeria will get to know more about culture  management  succession  fit  through  the  empirically-based  information provided by the study.

2.      Current,  future generations  and shareholders  of private sector entrepreneurs  in South   Eastern   Nigeria   would   know   more   about   how   culture   can   affect management succession; and how it could reward their ownership.

3.       Researchers  and  students  of  Human  Resources  Management,  Organisational Behaviour,  Organisation  Development,  Management,  Business  Administration who need theoretical framework and empirical data  on the effect of culture on management succession will benefit from the study.

4.       The present research attempts to fill the gap in literature. The empirical findings will   reveal   the   important   relationships   between   culture,   succession   and organisational  sustainability  that,  if managed  properly,  will  lead  to successful management succession and longevity of private indigenous enterprises.

1.7       SCOPE OF THE STUDY

The focus of the study is to determine the effect of inheritance culture on management succession in private indigenous enterprises in South Eastern Nigeria. The independent variable  is  Igbo  inheritance  culture  while  the  dependent  variable  is  management succession.  The  inheritance  culture  include  –   primogeniture  (first  born)  rule  of inheritance gender-restrictive inheritance culture, multiple heirs’ inheritance).

This  research  will  also  review  literature  on  management  succession  process  and outcome,  succession  planning,  successor-related  factors,  explore  the  theories  and

models of management succession and investigate the effectiveness of such  theories and models in affecting succession transitions in private indigenous enterprises.

The  scope  of this  research  is  narrowed  to  private  indigenous  enterprises  in  South Eastern Nigeria comprising of Abia, Anambra, Ebonyi, Enugu and Imo, all of which are  predominantly   inhabited   by  the  Igbos.     The  choice   is   dictated   partly  by convenience, to reduce the variability that will arise out of different contextual factors and partly, and more importantly,  by the principle of  homogeneity of cultural traits which is a critical factor in cross-cultural studies. For the purposes of this research, the definition of private indigenous enterprise include all the family businesses (small and medium enterprises) employing no fewer than 5 and not more than 200 persons.

1.8       LIMITATIONS OF THE STUDY

Certain  limitations  inhibited  the  effective  and  smooth  collection  of  data  for  this research work.

(1) The survey research design has the limitation that it is one shot or at most two shot

and that limits its ability to generate data with which to test the causal relationship of the variables without resorting to rigorous statistical analysis.   This limitation however, could be overcome by also doing an oral interview.

(2)  The oral interview has the limitation that the interviewing situation could change especially if more than one field data collector is used.  This limitation however, is overcome by the researcher doing most of the field work.

(3)  The questionnaire research instrument has the limitation that its structured nature may compel some respondents to give answers that they do not fully endorse.  This shortcoming can be overcome by also using an oral interview schedule which has open-ended questions.

(4)  The oral interview schedule has the limitation that its unstructured nature makes it difficult to analyse the responses.  This shortcoming is overcome by also using frequency and calculating relative frequencies and percentages.

(5)  Time: The study was limited by the amount of time available to conduct the study.

Study of this nature and magnitude is usually time consuming because of the area of coverage.  Also, it will not be easy to trace the whereabouts of some of these businesses especially where there are no street addresses.

(6)   Attitude of Respondents:  Some of the respondents feel very reluctant to give out information.  This attitude delays the work and may force one to go to enterprises where  she  has  some  measure  of  relationship.       In  addition,  some  of  the respondents especially from failed enterprises may not be in the position to give accurate  information  about  the  company.     The  founder,   who  is  the  most knowledgeable source of information, is no longer around to be interviewed.

(7)    Funds:  The researcher spent quite huge amount of money to source information from the Internet.   Most of the journals sites are classified  and  require foreign currency for access to be obtained.

1.9       DEFINITION OF TERMS

For the purpose of clarity, some operational definitions are proffered.

Culture: Culture as a total way of life of a people which evolves from social relations and interaction; which provides socially acceptable patterns for meeting human needs; which is cumulative; is meaningful to humans and is learned by members of a society in the course of its development.

EnterpriseContinuity/Longevity:         Enterprise    continuity/longevity    means    the prospects for a firm to exist for long after the death of its founder without a significant decline in human and material input as well as organisational output.

Inheritance Culture:   This is the practice of passing on property (including business enterprise), titles, rights and obligations to the founder’s heir (s) upon his death. Intercoder/Interrater  Reliability:    This  is  the  process  of  assessing  the  level  of agreement between two coders.

Management Succession:  This refers to the process by which commercial investments of any type is transferred from the owner-founder to his prospective survivors – heir(s). These could be members of a nuclear family in a monogamous household such as a wife and children,  or members  of a  compound  family in a polygamous  household, namely wives and children.   Survivors could also be members of the extended family such as uncles, aunts, nephews, nieces, and cousins.

Multiple Heirship:     This is the process of sharing or dividing the founder’s property among his many sons(heirs) after his demise.

Negative Succession Outcome:   This is a situation where the business collapses or seriously declines due to: poor choice of successor, family in-fighting due, inadequate grooming of the successor and others.

Omenani/Omenala:   These are approved ‘doings’, ‘customs’ or ‘ways’ of the land;

what the ancestors have sanctioned either to be observed or to be avoided.

Positive  Succession  Outcome:    Where  the  controlling  interest  but  not  necessarily management  of the business is transferred  to the next generation of  the family, and there is minimal disruption to the operations and value of the business. Primogeniture:Primogeniture means first born.

Primogeniture Rule of Inheritance:   This is the right of the first-born child usually the eldest son, to inherit the parent’s entire estate without his siblings.

Private Indigenous Enterprises:  These are small, medium and large scale enterprises that  are  privately owned  by a family.  The  family  possesses  controlling  ownership, controlling management, and the ability to transfer the management of these enterprises to the heirs (next generation).

Thematic  Analysis:  This  is a  form  of  pattern  recognition  within  the  data,  where emerging themes become the categories for analysis.

Traditional Culture:  This is purely indigenous and original distinctive life style, basic ideas, beliefs, and customs of a people.

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