A firm’s ability to compete effectively depends on matching its internal operations with various exterior contexts. This research investigated the impact of strategic fit orientation on business agility among female entrepreneurs in Lagos state, Nigeria’s non-oil export sector. This study used a descriptive and quantitative approach to gather information from four hundred and two (402) selected female entrepreneurs actively engaged in non-oil exporting activities in the agribusiness, textile, and information and technology business processing industry. The respondents were purposefully determined, while the data were analyzed using measurement and structural modeling. This study reveals that strategic fit orientation significantly mediates firm strategies and business agility. This means that women entrepreneurs should continually develop structures and strategies to stay agile and strategically fit in the business environment. They are to adapt their objectives strategically to reduce potential risks and assess situations and possible consequences of threats to remain dynamic in the business environment. This study addressed the gap between strategic fit orientation and business agility in developing economies.

Relationship management in a maritime firm is essential for maintaining strong partnerships ensuring smooth operations and driving business success within the industry. Extant literature suggests that Nigerian maritime firms must still thoroughly investigate relationship management possibilities and sustainable employee engagement. As a result, this study explores how relationship management affects employee engagement at selected Nigerian maritime companies. 410 respondents were polled from the employees of the selected marine enterprises in Nigeria using a stratified and purposeful sampling technique. Smart PLS 3.0 was used to analyze the returned and valid 380 copies of the questionnaire which provided a response rate of 92.6%. The study's findings demonstrated that relationship management impacted employees' cognitive, affective and behavioural engagement. The findings also revealed that behavioural engagement encompassing dedication, enthusiasm and initiative in fulfilling job duties and advancing organizational objectives is the weakest predictor of employee engagement. This suggests a widespread belief that fostering "cultural diversity and unity" in a global workplace is crucial to inspire employees' engagement and passion for their work. This study offers valid evidence in support of its conclusion that relationship management stimulates the cognitive, affective and behavioural engagement of employees in the Nigerian maritime industry. The study recommends to maritime companies that recognizing diversity and unity in relationship management is essential for higher employee engagement and involvement levels.

This study examines how supply-chain circularity (SCC) translates into firm performance in Nigeria's synthetic-hair industry by testing a mediated pathway from SCC to resource-utilization efficiency (RUE) and onward to operational efficiency (OE). Motivated by the need to move beyond advocacy toward mechanism-focused evidence in developing-country contexts, we implemented a quantitative design comprising a structured questionnaire administered to industry personnel in Lagos (managers, supervisors, and production staff; N = 138) and a complementary public-perception survey of consumers (N = 382). Using Partial Least Squares Structural Equation Modeling (PLS-SEM) for the firm-side data and descriptive analysis for the consumer data, the results indicate that SCC does not exert a significant direct effect on OE; instead, SCC significantly enhances RUE, which in turn strongly improves OE, thereby validating a mediated SCC→RUE→OE mechanism consistent with the Natural Resource-Based View. Moreover, consumer evidence suggests that sustainability is salient, yet purchase decisions hinge on credible quality assurances, price fairness, hygiene and trust, alongside openness to disposal guidance. Collectively, these findings position resource-utilization efficiency as the transmission channel through which circular capabilities convert environmental intent into operational advantage. They also underscore that such operational gains are most likely to be realized in the market when firms pair efficiency improvements with visible quality signals and clear end-of-life instructions.Implications: The study shows that circular practices improve operations indirectly by improving resource-use efficiency, not through a direct operational effect (SCC → RUE → OE). Managers should therefore focus on strengthening resource-efficiency routines, translate those gains into market value through visible quality assurance and disciplined pricing, provide clear end-of-life guidance, and rely on supportive policies that incentivize waste reduction and better input management.