Corporate Entrepreneurship and Human Capital Management Practices as Tools for Organisation Performance in Nigeria

This study examines the interplay between Corporate Entrepreneurship (CE) and Human Capital Management (HCM) practices and their combined implications on organisational performance. The study integrates dynamic capability theory to explore how CE and HCM practices synergistically influence organisational performance. These approach highlights the challenges such as resource scarcity, regulatory constraints, and cultural influences that organisations face in leveraging robust CE initiatives and optimising HCM practices in achieving targeted performance outcomes, such as improved innovation, operational efficiency, and market responsiveness. Focusing on experiences in developing countries, with a focus on Nigerian organisations, this study adopted a conceptual approach, in contributing to the understanding of how CE and HCM can be aligned to drive sustainable development in developing countries. It was reported that CE, characterised by innovation, pro-activeness, and risk-taking within an organisation, is a critical driver of competitive advantage. Similarly, effective HCM practices encompassing talent acquisition, training, retention, and strategic human resource planning are essential for cultivating a skilled and engaged workforce. The study also offers insights for policymakers and practitioners seeking to enhance organisational competitiveness in Nigeria.