Academy of Entrepreneurship Journal Volume 27, Issue 6, 2021 1 1528-2686-27-6-618 Citation Information: Amaechi et al., (2021). Igbo Traditional Business School and Small and Medium Sized Entrepreneurial Success in Diaspora: Evidence from South Africa. Academy of Entrepreneurship Journal, 27(6), 1- 18. IGBO TRADITIONAL BUSINESS SCHOOL AND SMALL AND MEDIUM SIZED ENTREPRENEURIAL SUCCESS IN DIASPORA: EVIDENCE FROM LIMPOPO, SOUTH AFRICA Amaechi K.E., University of Venda I.O. Iwara, University of KwaZulu-Natal P.O. Njoku, University of Venda R. Raselekoane, University of Venda T.D. Thobejane, University of Venda ABSTRACT This article uses the case of Igbo-run Small and Medium Size Enterprises (SMEs) in South Africa, to investigate whether the indigenous practices such as Igba-boi, imu-ahia and igba oso ahia embedded in the Igbo traditional business school (ITBS) provide appropriate ideological and material resources for entrepreneurial success. The causal relations between these variables were determined through an application of an SPSS-based cross-sectional and T- test analysis, with a 5-point Likert scale. Simple random sampling technique was used to collect data from 111 Igbo youths currently operating Small and Medium Size Enterprises in South Africa. The results reveal that the indigenous practices of I-TBS’s have significant influence on five important elements of entrepreneurial success such as: increase in business revenue; opening of new businesses; ability to train new entrepreneurs; consistent expansion of customer base for three years; and sustainability of entrepreneurial ventures for more than three years. Based on this, the study recommends formulation of policies and entrepreneurial programmes that kick-start adoption of similar indigenous models for youth engagement in entrepreneurial ventures in the Limpopo region of South Africa. Keywords: Diaspora, Entrepreneurial Success, Igbo Traditional Business School, Small and Medium-Sized Enterprises, Resources. INTRODUCTION In the last five decades, indigenous business models have increasingly become the main force for driving entrepreneurial engagement and success in emerging markets (Brem & Wolfram, 2014). This is because indigenous business models do not only provide methodologies and strategies for engaging in business ventures, they also provide ideological traits and traditional values that spur entrepreneurial engagement and business success (Agozino & Anyanike, 2007; Adeola, 2020; Amaechi, 2020; Guiso et al., 2006). In Africa, one of such indigenous models is the Igbo traditional business school (I-TBS), used by Igbo people of Southern Nigeria. Built on the Igbo cosmology and value system (Agozino & Anyanike, 2007; Amaechi, 2020; Kanu, 2020), the model’s orientation is intertwined with the Igbo cosmological understanding of trade and engagement in entrepreneurship (Agozino & Anyanike, 2007; Amaechi, 2020; Kanu, 2020). Underlying it is a