Inclusive Growth and Organizational Resilience of Selected Organizations in Benin City, Edo State, Nigeria

This study examined the relationship between organizationally inclusive growth and organizational resilience among selected organizations in Benin City, Edo State, Nigeria, using Dynamic Capabilities Theory (DCT) as the guiding framework. In this study, inclusive growth is conceptually translated to the organizational level as practices that broaden employees’ access to meaningful participation and human-capital development, thereby expanding the capability base available for value creation and adaptation. A cross-sectional survey design was adopted. The target population comprised 5,005 employees of Benson Idahosa University, Zenith Bank and the University of Benin Teaching Hospital. A minimum sample size of 370 was obtained using Yamane’s (1967) formula and increased by 20% to 444 to accommodate possible non-response and unusable questionnaires. Of the 444 questionnaires administered, 427 were returned and 421 were valid and usable. Data were analyzed using descriptive statistics, Pearson correlation and multiple linear regression. The results showed that inclusive participation significantly and positively predicted organizational resilience (β = 0.301, t = 6.085, p < 0.001), while inclusive human capital development also significantly and positively predicted organizational resilience (β = 0.405, t = 8.244, p < 0.001). Together, the two predictors explained 38.9% of the variance in organizational resilience (R² = 0.389, adjusted R² = 0.386, F = 133.02, p < 0.001). Inclusive human capital development had the stronger standardized coefficient, suggesting that broad-based learning, reskilling and capability development may be particularly important for organizational adaptability in the sampled organizations. The findings support the argument that inclusion can function as a strategic capability rather than solely as an ethical or employee-relations concern. The study contributes to the resilience literature by linking distributed employee participation and broad-based capability development to the sensing, seizing and reconfiguring processes emphasized by DCT.

Inclusive Growth, Inclusive Participation, Inclusive Human Capital Development, Organizational Resilience, Emerging Markets.

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