Effect of Strategic Management on SMEs Long Term Sustainability: Study of Selected SMEs in Lagos

Author(s)

Saka, Rahmon Olawale , Olowo, Rabiu Onaolapo ,

Download Full PDF Pages: 76-86 | Views: 663 | Downloads: 206 | DOI: 10.5281/zenodo.4979129

Volume 9 - September 2020 (09)

Abstract

The study examined the effects of strategic management on small and medium enterprises in Lagos State .With sudden closure of several SMEs between the first to the third stage of their existence, SMEs continuous death has negatively affected the entrepreneurs, growing economy, skyrocketed unemployment rate and dwindled revenue. In other to get this study achieved, a survey research design was employed while 382 SMEs for the study were selected randomly among the 8395 SMEs in Lagos State. A well validated questionnaire was employed for the extraction of information from the respondents. The data were analysed with regression analyses and EViews econometric package. The study found that strategic analysis positively influences SMEs revenue, also strategy formulation positively affects SMEs competitive advantage and that strategy implementation enhances SMEs profitability. The study recommended that SMEs operators and owners should incorporate strategic management practices into their activities so that better revenue can be realised, profitability generated, and competitive advantage sustained for the long term

Keywords

strategic management, entrepreneurship, SMEs, competitive advantage, long term.  

References

                 i.            Abosede, A.J., Obasan, K.A., & Alese, O.J. (2016). Strategic Management and Small and Medium Enterprises (SMEs) Development: A Review of Literature. International Review of Management and Business Research. 5(1).

      ii.            Aguoru, C.N., Umogbai, M.E. and Ozowa, V. (2018). Effect of Strategic Analysis and Strategy Implementation on Service Quality of a Popular Telecommunication Company in Nigeria. International Journal of Scientific Research and Management (IJSRM). 6(4), 305-311

    iii.            Agwu, M.E. (2018). Analysis of the Impact of Strategic Management on the Business Performance of SMEs on Nigeria. Academy of Strategic Management Journal. 17(1).

     iv.            Akingbade, W. A. (2014). Competitive Strategies and Improved Performance of Selected Nigeria Telecommunication Companies. Journal of Management and Social Sciences, 2(3),143–168

       v.            Alamutu, S. A., Hotepo, O. M., Oyeobu, A. J., and Nwatulegwu, B. I. (2012). An evaluation of total quality management practices on business performance of the Nigerian telecommunications sector : a case study of MTN Nigeria Limited History Management of Total Quality Overview of telecommunications sector

     vi.            Aremu, M. A. & Oyinloye, O. O. (2014). Relationship Between Strategic Management and Firms’ Performance in Nigerian Banking Industry, Arabian Journal of Business and Management Review (Kuwait Chapter), 4  (3), 28 – 41.

   vii.            Bansal, P., & DesJardine, M. R. (2014). Business sustainability: It is about time. Strategic Organization, 12(1), 70-78.

 viii.            Barkemeyer, R., Holt, D., Preuss, L., & Tsang, S. (2014). What happened to the ‘development’ in sustainable development? Business guidelines two decades after Brundtland. Sustainable development, 22(1), 15-32

     ix.            Borim-de-Souza, R., Balbinot, Z., Travis, E. F., Munck, L., & Takahashi, A. R. W. (2015). Sustainable development and sustainability as study objects for comparative management theory: proposing styles of reasoning for an unknown metropole. Cross Cultural Management, 22(2), 201-235. https://doi.org/10.1108/CCM-02-2013-0027

       x.            David, Fred R & David, Forest R. 2016. Manajemen Strategik: Suatu Pendapatan Keunggulan Bersaing. Edisi ke15. Jakarta: Salemba Empat.

     xi.            Galpin, T., & Hebard, J. (2015). Sustainability in start-up ventures: what founders say versus what they do. World Journal of Entrepreneurship, Management and Sustainable Development, 11(4), 246-255.

   xii.            Huang, C. J. (2006). Strategic planning and dysfunction: The dark side of mandating a formal planning system. Soochow Journal of Political Science, 22, 47-71.

 xiii.            Isada, F., & Isada, Y. (2015). An Empirical Study about Sustainable Growth and Organization Innovation of a Multinational Firm in an Emerging Country. Journal of Economics, Business and Management, 3(3), 383-390.

 xiv.            Jabareen, Y. (2008). A new conceptual framework for sustainable development. Environment, Development and Sustainability, 10(2), 179-192.

   xv.            Kasmi, A. (2008). Strategic Management and Business Policy. Third Ed. The McGraw-Hill..

 xvi.            Lozano, R. (2008). Envisioning sustainability three-dimensionally. Journal of Cleaner Production, 16(17), 1838-1846. https://doi.org/10.1016/j.jclepro.2008.02.008 Lozano

xvii.            Mazzarol, T.(2004). Strategic Management of Small Firms: A Proposed Framework for Entrepreneurial Ventures‘, paper presented at the 17th Annual SEAANZ Conference - Entrepreneurship as the Way of the Future, Brisbane, Queensland

xviii.            O’regan, N., & Ghobadian, A. (2004). The importance of capabilities for strategic direction and performance. Management Decision, 42 (2), 292-312.

 xix.            Odame, A. M. (2007). The relevance of strategic planning for entrepreneurial businesses in South Africa. (Master of Business Administration dissertation). University of Pretoria.

   xx.            Owens, K. A., & Legere, S. (2015). What do we say when we talk about sustainability? Analyzing faculty, staff and student definitions of sustainability at one American university. International Journal of Sustainability in Higher Education, 16(3), 367-384.

 xxi.            Pearce, J. A., dan Robinson, J. R. (2009). Strategic Management: Formulation, Implementation and Control (11th Ed.). New York: The McGraw-Hill Companies, Inc.

xxii.            Oyedijo, A.  (2004) Strategic Management: An Introductory Text, (Lagos) Strategic International Press Ltd

xxiii.            Ramachandran, J., Mukherji, S., & Sud, M. (2006). Strategic Entrepreneurship in a Globalising Economy: Evidence from Emerging Economies. IIMB Management Review, 28(3), 291-302.

xxiv.            Ratiu, C., & Anderson, B. B. (2015). The multiple identities of sustainability. World Journal of Science, Technology and Sustainable Development, 12(3), 194-205.

xxv.            Sirajuddin, O., Muhammad, R. & Muhammad, J. (2018) The Effect of Strategic Management Practices on SME Performances in Makassar, Indonesia. American Journal of Theoretical and Applied Business 3(4), 71-80

xxvi.            Thompson, A.A. & Strickland, A.J, (2002). Strategic Management: Concepts and Cases. McGraw-Hill/Irwin

a.      Von Hippel E (1988) The Sources of Innovation. Oxford University Press, New York.

xxvii.            Wheelen, T. L., dan Hunger, J. D. (2001). Strategic Management and Business Policy (7th ed.). New Jersey: Prentice-Hall.

xxviii.            Worrell, L. (1998). Strategic analysis: a scientific art. Wolverhampton: Wolverhampton Business School.

Cite this Article: