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Traditional entrepreneurship scholarship is heavily influenced by Western ideologies that may not adequately reflect the values, beliefs, and social structures of all societies. Therefore, there is a need for entrepreneurship models that are more inclusive and responsive to the unique needs and contexts of different communities, particularly those that recognise and value local, indigenous knowledge systems and approaches to business and economic development.
The chapters in this volume explore multiple dimensions of decolonisation within an entrepreneurial context. This includes how colonial legacies shape global and local entrepreneurial ecosystems, questioning their structures and proposing alternative models rooted in equity and inclusivity. Chapter authors investigate the persistence of colonial ideologies in entrepreneurial and organisational leadership, advocating for culturally sensitive and ethically sound management practices. In addition, the book examines the informal economy and third sector, often overlooked in mainstream discourse, advocating for their recognition and empowerment through decolonial approaches. It will be of great interest to scholars and students of entrepreneurship, colonialism in business and HRM.
List of contents
Chapter 1: Decolonising the Enterprise Emerging Perspectives in Entrepreneurship and Enterprise Management.- Chapter 2: Reimagined Ways of Decolonising European Union Commitments for Sustainable Global Enterprises.- Chapter 3: Afropreneurship Decolonising and Embracing the Pluralism of Entrepreneurial Activity in an African Context.- Chapter 4: Decolonising Management Studies and Knowledge in Supply Chain Management.- Chapter 5: Decolonising Knowledge Rethinking the Theoretical Trajectories of the Informal Sector.- Chapter 6: Structuring Parameters for Developing an Informal Sector Taxation Framework for Developing Countries.- Chapter 7: Decolonizing the Nonprofit Sector Rethinking the Organizing of Nonprofit Organizations through Mimicry and Mockery.- Chapter 8: Decolonising Corporate Accountability The Role of Mandatory CSR in Post Colonial Economic Governance.- Chapter 9: Decolonising Digital Finance and Accounting in Nigeria Indigenous Financial Practices and Implications for Informal Entrepreneurship.- Chapter 10: Decolonising the Enterprise A Call to Action.
About the author
Olatunji David Adekoya
is a Senior Lecturer at Sheffield Business School, Sheffield Hallam University, UK. His research covers broad areas of management studies, organisational behaviour and human resource management.
Hakeem Adeniyi Ajonbadi
is an Associate Professor and expert in International Human Resource Management and Organisational Development at the University of Doha for Science and Technology, Qatar. His research examines topical issues in HRM, organisational behaviour and entrepreneurship.
Malgorzata Ciesielska
is a Professor of Management and Organization Studies at Sheffield Business School, UK, where she leads a research cluster on Responsible Leadership and Socially Just Organizations. Her research interests include fair management practices, inclusive organizations, intersectionality in the workplace, and coaching.
Oluwaseun Kolade
is a Professor of Entrepreneurship and Digital Transformation at Sheffield Business School. His research spans digital transformation, circular economy, transformative entrepreneurship, and SME strategies.
Chima Mordi
is an Associate Professor at the University of Doha for Science and Technology, Qatar. His key research examines human resource management and employment relations in emerging economies.
Summary
Traditional entrepreneurship scholarship is heavily influenced by Western ideologies that may not adequately reflect the values, beliefs, and social structures of all societies. Therefore, there is a need for entrepreneurship models that are more inclusive and responsive to the unique needs and contexts of different communities, particularly those that recognise and value local, indigenous knowledge systems and approaches to business and economic development.
The chapters in this volume explore multiple dimensions of decolonisation within an entrepreneurial context. This includes how colonial legacies shape global and local entrepreneurial ecosystems, questioning their structures and proposing alternative models rooted in equity and inclusivity. Chapter authors investigate the persistence of colonial ideologies in entrepreneurial and organisational leadership, advocating for culturally sensitive and ethically sound management practices. In addition, the book examines the informal economy and third sector, often overlooked in mainstream discourse, advocating for their recognition and empowerment through decolonial approaches. It will be of great interest to scholars and students of entrepreneurship, colonialism in business and HRM.
