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This chapter presents case studies that explore the structures of indigenous savings group practices in Nigeria. Indigenous savings groups in Nigeria can be categorised as either unstructured, semi-structured or structured. These categorisation of savings groups can follow two patterns, which include Rotating Savings and Credit Associations (ROSCAs) and Accumulated Savings and Credit Associations (ASCAs). Through a qualitative case analysis of savings practices in Nigeria, we observed that the indigenous savings groups have similar goals and orientations, though their operating structures differ. The chapter highlighted the relative theme that cuts across these cases, and insightful recommendations are provided for upscaling and adopting indigenous savings groups in Nigeria and Africa. The chapter also discusses the role of government in facilitating savings and credit disbursement to groups. The implications for business actors and the government are highlighted.

Africa's history of trade, production and financial services that propelled the continent's economic systems existed long before an era of colonisation commonly recognised as beginning in the nineteenth century. By the time the decolonisation of a majority of African countries was achieved in the mid-twentieth century, the African economic identity had been, to a great extent, relegated by Westernised methods and orientations. Today, Indigenous practices are once again resurfacing in Africa's ongoing search for sustainable development, with increasing calls to resuscitate and incorporate these age-long business orientations. This introductory chapter provides readers with a synopsis of all the themes of this second of a two-volume edited book with a focus on the philosophies and practices of Indigenous businesses, which, if successfully explored and scaled up, would make significant contributions to Africa's economic infrastructure.

Africa's diverse geographic regions are replete with indigenous business knowledge and practices embedded in the traditions, values and culture of the people. Many of these practices have been explored in the previous chapters of this book. This final chapter provides viable recommendations for adopting and improving Africa's indigenous business practices and methodologies. We expect that these observations and recommendations will support Africa's educators', business actors' and policymakers' efforts to draw from and apply rich insights from indigenous business knowledge and practices. However, beyond this, we hope that international enterprises operating in the continent can learn about the uniquely African business values and incorporate them appropriately into a context that fits. This concluding chapter, therefore, discusses how these objectives may be achieved.