Social entrepreneurship has gained increasing attention as a means to address social problems, including poverty, in Nigeria. Poverty is a major challenge in Nigeria, with a poverty rate of over 40%. Poverty alleviation is critical to achieving sustainable development in the country. Social entrepreneurship can play a key role in addressing poverty by creating jobs, providing access to goods and services, and promoting economic growth. Hence, this study examines bolstering the impact of social entrepreneurship and poverty alleviation for sustainable development in Nigeria. The research focuses primarily on fostering economic, social, and environmental improvements, as well as improving people’s lives. Three hypotheses were formulated to help accomplish the primary objectives of the study. The Opportunity-Based Entrepreneurship Theory, Social Network Theory, and Schumpeterian Theory of Innovation were used to explain the objective of the study. In this study, a purposive sampling technique was used, and 300 copies of structured questionnaires were administered to selected social entrepreneurs of which 262 copies were retrieved and used for the analysis. The data were analyzed using structural and measurement models, and the path coefficient was determined using PLS-SEM. The significance level was calculated using the bootstrapping method. The results from the test of hypotheses showed that; the most significant predictor of poverty alleviation is social innovation (β = 0.376, p < 0.05), followed by the social value (β = 0.314, p < 0.05), and finally, social impact (β = 0.231, p < 0.05). This study concludes that social innovation is fundamental for empowering individuals and communities to lift themselves out of poverty and achieve long-term prosperity. The study recommends that to promote sustainable social entrepreneurship and poverty alleviation in Nigeria, the government can create policies and programs that support social innovation, such as providing access to funding, business training, and mentorship. The government can also collaborate with entrepreneurs and organizations to promote their initiatives and create a supportive ecosystem for social entrepreneurship.

To remain competitive within the present inherent business environment, there is a demand for organisations to embrace an integrated culture-behaviour for performance that enables them to adopt a critical engine for a more sustainable working environment. Organisational culture, which is a reflection of predominant valued beliefs, is expected to influence a sustainable environmental performance. Evidence abounds of several organisational activities with adverse impacts on humans and the environment. The study examines an organisation’s processes that can be incorporated as a culture to ensure a more sustainable working environment. This paper proposes the use of six organisational culture practices (core value, reporting system, task performance, clarity of roles, careful deliberations, and distinctive identity) to find out organisation values, as well as individual preferences in enhancing an immediate sustainable environment. The study selected 480 employees of Fast-Moving Consumer Goods (FMCGs) firms who are active in their organisational work processes; 358 responded, and as such, was deemed as a valid research sample. The empirical analysis was carried out using a variance-based Structural Equation Modelling with partial least squares for the path-modelling (PLS-SEM), both for the Algorithm Model, and the Bootstrapping Model with β and p-values obtained from the findings. The findings provide empirical evidence that there is a significant level of influence of organisational culture on environmental performance. However, among the organisational practices, task performance has the least influence on environmental performance. This implies that organisations should invest more in the dimensions of organisational culture with higher performance-importance, while adequate attention should be given to variables with the least influence on the target construct of environmental performance.

Entrepreneurs are individuals who have a constant feeling of desperation that is from time to time seen in organizations. While the number of entrepreneurship education programmes are increasing, their impact is under-researched and studies paint an unclear picture of the impact of entrepreneurship education. This present study presents data on the extent to which university entrepreneurship education programmes stimulate the entrepreneurial performance of aspiring entrepreneurs in Nigeria. Data was collected using a descriptive cross-sectional quantitative survey conducted among university students (N = 540) of selected institutions in Nigeria. Regression Analysis was used in confirming the hypotheses proposed in the study using the Statistical Package for Social Sciences (SPSS) version 22. University entrepreneurship education is confirmed to be a major source of inspirational triggers that positively impact on entrepreneurial performance of aspiring entrepreneurs in the selected universities in Nigeria. The field data set is made widely accessible to allow for critical inquiry.

Organisational learning, as the process of continuous information acquisition, dissemination and exploitation, often leads to an organisation’s competitiveness. Hence, this study examined the relationship between organisational learning and employee engagement. The study also investigated the extent to which supervisory innovative support moderates organisational learning and the effectiveness of employee engagement. Five hundred forty-one (541) participants were surveyed using stratified and purposive sampling methods to make up the sample size. To be more precise, Smart Partial Least Square (PLS 3.0) was used to analyse the relationship between the study’s variables. The hypothesis test found that supervisory innovative support moderated the relationship between organisational learning and employee engagement to a significant extent (R² = 0.810 Adjusted R² = 0.806 p-value 0.05). As a result, the study recommends that pharmaceutical companies clarify their policies and culture to employees so that supervisory support can lead to higher employee engagement through organisational learning. Pharmaceutical firms should also provide financial incentives based on employee duration or distinctive contributions to company goals.

Empirical evidence on the role of individuals' and group tacit and explicit knowledge in driving performance, is clearly missing in organisational knowledge literature. To fill this gap, a survey of 504 Managerial, technical and administrative employees of organisations in the Nigerian telecommunications industry form the sample for this study. Based on the multiple regression analysis, the relationship between organisational knowledge and performance was established. The results indicate that managers should focus on group-tacit knowledge, individual-explicit knowledge and individual-tacit knowledge as the most strategic types of organisational knowledge for enhancing performance.

Prescriptive learning is gradually gaining the attention of various industries in Nigeria, particularly on the issues and concerns surrounding sustainability. The existing literature shows that Nigerian pharmaceutical firms have not provided adequately researched prescriptive learning opportunities and sustainable employee engagement. Thus, this study explores the influence of prescriptive learning and sustainable employee engagement in selected pharmaceutical firms in Nigeria. Five hundred and forty-one (541) respondents were surveyed across all the selected pharmaceutical companies in Nigeria using a stratified and purposive sampling technique. Only four hundred and thirty-four (434) copies of the questionnaire, which represents an 80.2% rate of response. were analysed with Smart PLS 3.0. The results show that competitive differentiation, reflection, research and idea testing significantly influenced employee (cognitive, behavioral and affective) engagements. The study concludes that the adoption of prescriptive learning motivates sustainable employee engagement because employees become emotionally invested in work roles and functions. This study contributes to the strategic learning and development of human resource management practices, especially in the Pharmaceutical industry.