The chapter focuses on the critical analysis of youth entrepreneurship in a circular economy. Youth entrepreneurs are important stakeholders in the circular economy operated in both developing and developed business environments. Youth entrepreneurial business activities include renewable energy, recycling, waste management, and organic food production. Youth entrepreneurial business activities are known to create both social and economic impacts in business environments despite the presence of several limiting issues and challenges that affect their overall potential as circular value creators in the circular economy. Some challenges experienced by youth entrepreneurs in a circular economy include waste prevention and lack of new and innovative circular technologies. In addition, key solutions to the challenges faced by youth entrepreneurs in a circular economy were discussed and analyzed.

This chapter focuses on global leadership competencies and orientations with specific reference to theory, practice, and future implications. A critical analysis of existing studies on global leadership competencies and orientations indicated that several global leadership competencies exist such as global business expertise, global organizing expertise, and visioning while global leadership orientation/mindset has been identified as an influencing factor in the learning and application of global leadership competencies by global leaders which often leads to effective global leadership. In determining the role of goal orientation in global leadership competencies, evidence from previous studies revealed that goal orientation inputs such as team learning orientation and team performance orientation contributes positively to collective global leadership effectiveness. Finally, the barriers to global leadership competencies and orientations were identified and solutions were proffered to limit the negative effects on global leadership effectiveness in business environments.

This chapter critically examines social value creation in societies focusing on the “shared value” theory and stakeholders' “collective responsibility” hinged on social responsibility. The social value creation process is reviewed from the social entrepreneurship perspective considering the essential business/social inputs required to create social value for the business and the host society. The United Kingdom (UK) is used as a case study, depicting factors shaping the business environment. Other current meaningful developments, which include the Social Value Act 2012 that promotes social value creation in the country, are discussed. An analysis of the UK model of social value creation and why it will be difficult to implement in developing countries is also provided. Constraints such as poor infrastructure, corruption and other limiting factors are considered. Finally, social value creation is a sustainable process and every stakeholder benefits from its outcomes.

This article reports on the investigated relationship between the organisational capabilities of youth-serving non-governmental organisations (NGOs) and the replication of successful programmes designed to empower poor youths in Nigeria. The data used in this study were obtained from 187 youthserving NGOs in Nigeria registered with the Nigeria Network of Non-Governmental Organisations, the Conference of Non-Governmental Organisations (Edo State chapter), the Civil Society for HIV/AIDS in Nigeria (Edo State chapter) and the National Youth Council of Nigeria (Edo State chapter). Pearson’s correlation r was used to examine the relationship between the research variables and a positive relationship was found between the organisational capabilities of youth-serving NGOs and the replication of successful programmes designed to empower poor youths. In addition, regression analysis was used to determine the organisational capabilities of youth-serving NGOs that predicted the replication of successful programmes designed to empower poor youths in Nigeria, and it was found that adequate staffing, alliance-building, lobbying, replication and stimulating market forces significantly predicted the replication of successful programmes designed to empower poor youths in Nigeria. The study therefore recommends that appropriate measures be put in place by managers of youth-serving NGOs to ensure that the main predictors of the replication. Of successful programmes designed to empower poor youths are adequate to aid successfully in the replication of successful programmes designed to empower poor youths in Nigeria while also giving adequate attention to other organisational capabilities contained in the SCALERS model.

The need to unravel the organizational capabilities of youth-serving NGOs that may influence the replication of successful programmes designed to empower poor youths in order to make these programmes accessible to more youths and more geographical locations has motivated this study. This chapter will highlight the crucial role lobbying plays for NGOs in their efforts to obtain funding for poverty alleviation programs in Nigeria. Lobbying challenges experienced by youth-serving NGOs and factors that influence lobbying capabilities will be also be unpacked and discussed. A quantitative study was conducted on 196 youth-serving NGOs in Nigeria. Simple random sampling was used to collect data. This chapter will highlight the crucial role lobbying plays for NGOs in efforts to obtain funding for poverty alleviation programs. The results of the study indicated that lobbying is an important organizational capability for youth-serving NGOs in their bid to alleviate youth poverty in Nigeria.