AFRICAN JOURNAL OF MANAGEMENT, BUSINESS ADMINISTRATION & ENTREPRENEURSHIP

The survival and long-term sustainability of corporate entities depend upon structural adaptability and strategic oversight to guarantee that internal corporate governance configurations yield substantial resilience outcomes for firms facing severe macroeconomic headwinds. This investigation evaluates the intersections of board diversity structures, strategic agility dynamics, and overall organizational resilience frameworks within the listed manufacturing firms in Nigeria. Structural shortfalls, such as insufficient cognitive diversity in boardrooms, rigid strategic protocols, and poor strategic alignment with environmental turbulence, have severely compromised corporate longevity, leaving an empirical blind spot regarding governance-driven corporate survival in sub-Saharan Africa. To address this, data were gathered via structured questionnaires from 315 corporate executives, board members, and senior managers across listed manufacturing firms in Nigeria, and evaluated using hierarchical multiple linear regression models. Descriptive findings reveal that current strategic initiatives often fail to realign with dynamic market shifts (54.6%) and lack operational speed (52.8%). Statistical analysis confirms that corporate board diversity significantly predicts strategic agility and resilience outcomes (R² = 0.58, p = 0.000) and serves as a major driver of organizational adaptations (R² = 0.69, p = 0.000), while the introduction of business policy quality as a moderating variable significantly enhances the variance explained in corporate resilience by an additional 11.4% (ΔR² = 0.114, p = 0.000). This structural sentiment is verified by a control variable tracking firm size, where 74.2% of respondents rejected the notion that large capital asset bases alone equate to genuine corporate resilience. Ultimately, institutional survival cannot be sustained through financial reserves alone; it depends heavily upon agile deployment of resources and robust business policy formulations. This study bridges a critical literature gap by linking administrative corporate governance directly to grassroots industrial development. To restore competitive advantage, listed manufacturing firms must deploy institutionalized diversity matrices, mandate proactive risk policy adjustments, and integrate agility-driven strategic frameworks..

This study appraises the entrepreneurial prospects of abattoir non-edible by-products in Port Harcourt Metropolis, Rivers State. The study adopted the quasi-experimental design. Four (4) abattoirs, namely Iwofe, Eagle Island, Eliozu, and Woji were randomly selected for the collection of non-edible by- products over 12 months between May 2021 and April 2022. The collected samples were analyzed using tables. The study revealed that the composition of the non-edible abattoir by-products in both wet and dry seasons includes: blood, intestines, bones, trimming, fats, horns, hoofs, and skin/hide. In addition, the result indicated that the entrepreneurial prospects of these non-edible abattoir wastes are producing animal feed, operating musical instruments, producing calcium pills, producing fashion accessories, making soap, producing a fashionable chair, producing foot oils, and producing leather. The study recommended, among others, that the government should embark on adequate enlightenment on the entrepreneurial prospects and economic importance of recycling, recovering, and converting abattoir waste into excellent options that would prevent the imminent pollution from the poor management and disposal of wastes into landfills, drainages, and groundwater sources adjacent to abattoirs