2026· International journal of research and innovation in social science· Vol 10, pp. 14224-14234· 0 citations
Abstract
The primary objective of the current study is to establish the impact of marketing consultancy services and operational consultancy services on the growth of small and medium scale enterprises in Kogi State, Nigeria. The need for the study emanated from the realization that most SMEs lack good market exposure, customer interaction, proper organizational practices, stock control measures, and usage of modern operational facilities. The study employed an exploratory survey research design. The total population comprised 725 registered SMEs' owners/managers in Lokoja metropolis, Kogi State. The Krejcie and Morgan table was applied to arrive at the sampling size which is 254, out of which 230 questionnaires were collected and analyzed. The data collection tool used was a structured questionnaire, and analysis was done through descriptive statistics and multiple regression using Statistical Package for Social Sciences (SPSS version 27.0). The results indicated that marketing consultancy services had a positive impact on SME growth but the contribution was quite minimal. On the other hand, operational consultancy services had the highest impact among all the consultancy variables considered in the study. In conclusion, the study found out that marketing and operational consultancy services positively influence SME growth through customer targeting, pricing, promotion, processes, efficiency, productivity, stock control, and ICT usage. Therefore, it was suggested that SMEs need to improve their marketing and operational consultancy, especially in digital marketing and technology use.
The primary objective of this study was to investigate the effects of financial management consultancy services and strategic planning consultancy services on the growth of Small and Medium Scale Enterprises operating in Kogi State, Nigeria. This study is prompted by problems commonly associated with the operations of SMEs which include poor financial management, ineffective budgeting process, inefficient record keeping practices, lack of credit facilities and inability to plan strategically for growth. In designing this study, the researcher adopted exploratory survey research design. The entire population of study included 725 registered SME owners and managers based in Lokoja metropolis, Kogi State. Taro Yamane formula was used to select a sample size of 258 respondents from the population. Structured questionnaires were used to obtain relevant data. A total of 230 usable copies of questionnaire was retrieved from respondents for further data analyses. The validity and reliability of the instrument were tested for before administration. Cronbach’s alpha method was used to measure reliability of the instrument. Alpha value obtained was 0.92. The collected data were analyzed descriptively using simple percentage counts, measures of central tendency and multiple regressions analysis via Statistical Packages for Social Science (SPSS). Results indicated that financial management consultancy services had a significant positive impact on SME growth. Similarly, strategic planning support services significantly influenced SME growth. Therefore, it could be deduced that consultancy services (financial and strategic) have been found to be effective means of boosting SME growth by promoting financial discipline and clarity of direction among other things. It is recommended that SME owners/managers should use professional consultants for tasks like budgeting, financial reporting, credit management, strategic planning and goal setting.
James Bamidele Oloruntomi, Grace Oluwatoyin Oloruntomi, A. Egbe et al.· International journal of res...· 0 citations
With the new dynamic and competitive banking environment, commercial banks now have to think in term of marketing innovations to develop its performance in order to remain profitable. This study examined the relationship between strategic marketing innovations and commercial banks' performance in South-South, Nigeria with the moderating effect of environment dynamism. This study was conducted using the theories of resource-based view theory, dynamic capabilities theory and the contingency theory. The research design adopted was the cross-sectional survey research and positivist approach. The population of respondents were the employees of selected commercial banks in the country who were sampled using Taro Yamane formula to obtain the size of 370 respondents, the sampling technique was proportionate stratified and simple random sampling technique. The data for the primary data were taken by using structured questionnaires. Descriptive data, Spearman Rank Correlation Coefficient and Partial Correlation Coefficient were used to analyse the data at 0.05 level of significance. There was a positive and significant relationship between operational efficiency and price innovation (r = 0.216, p< 0.01), product innovation (r = 0.484, p< 0.01), promotion innovation (r = 0.396, p< 0.01) and distribution innovation (r = 0.451, p< 0.01). The study also found that strategic marketing innovations were positively and significantly correlated to the organization performance and the positive relationship between strategic marketing innovations and the organization performance was mediated by the environmental dynamism. Results showed that the strategic marketing innovations play an important role to improve the operation's efficiency concerning with environment. The study recommended that commercial banks need to reinforce the marketing strategy based on innovation and closely watch environmental changes. The study yielded empirical findings on the moderating effect of environmental dynamism in the strategic marketing innovation – organizational performance relationship in the banking sector of the Nigerian economy which added to knowledge.
Ellen Boma Kalio, O. Olulu-Briggs· International Journal of Sci...· 0 citations
Introduction: The study investigated the effects of the dimensions of strategic management on the financial and non-financial performance of hospitality and food service SMEs in the United Arab Emirates (UAE). It further examines how organisational learning serves as a mediating factor in transforming strategic practices into real financial and non-financial performance.
Methodology: The research design was a primary quantitative study, with a sample of 410 managers and leaders of UAE hospitality and food service SMEs, and data were gathered using a structured 5-point Likert-scale questionnaire. Purposive sampling was used to recruit participants, and the analysis was conducted using PLS-SEM in SmartPLS. Reliability and validity were evaluated using Cronbach's alpha, composite reliability, and AVE. Direct and indirect relationships were established using path coefficient analysis.
Results: The study found that Strategy formulation significantly enhanced financial (β = 0.085; p = 0.019) and non-financial performance (β = 0.274; p = 0.000). Strategy implementation was found to have insignificant direct effects. Though significant indirect effects through organisational learning mediation on both financial (β = 0.224; p = 0.000) and non-financial (β = 0.111; p = 0.002) performance, which evidenced complete mediation. Environmental scanning showed insignificant direct effects, though it had an indirect impact on organisational learning, affecting both financial (β = -0.116; p = 0.032) and non-financial (β = -0.058; p = 0.049) performance. Strategy evaluation positively influenced non-financial performance, with a direct effect (β = 0.149; p = 0.014), and both financial and non-financial performance through the indirect effect of organisational learning.
Conclusion: The findings imply that including organisational learning within strategic processes will be essential for UAE SMEs to enhance both financial and non-financial performance. However, the cross-sectional nature and reliance on self-reported data do not allow for causal inference; longitudinal studies and multi-source data may be necessary to enhance generalisability.Introduction: This study investigates the effects of strategic management dimensions on the financial and non-financial performance of hospitality and food service SMEs in the United Arab Emirates (UAE). It further examines how organisational learning serves as a mediating factor in transforming strategic practices into actual financial and non-financial performance.
Methodology: The research design was a primary quantitative study, with a sample of 410 managers and leaders of UAE hospitality and food service SMEs, and data were gathered using a structured 5-point Likert scale questionnaire. Data analysis was conducted using PLS-SEM in SmartPLS.
Results: The study found that strategy formulation significantly enhanced financial and non-financial performance. The implementation of strategy was found to have insignificant direct effects. Significant indirect effects through organisational learning mediation on both financial and non-financial performance evidenced complete mediation. Environmental scanning showed insignificant direct effects, although it had an indirect impact on organisational learning, affecting both financial and non-financial performance. Strategy evaluation positively influenced non-financial performance, with a direct effect, and both financial and non-financial performance through the indirect effect of organisational learning.
Conclusion: The findings imply that including organisational learning within strategic processes is essential for UAE SMEs to enhance both financial and non-financial performance. However, the cross-sectional nature and reliance on self-reported data do not allow for causal inference; longitudinal studies and multi-source data may be necessary to enhance generalisability.
This study examines the effect of working capital management on the operational efficiency of
Small and Medium Enterprises (SMEs) in Oyo State, Nigeria. The study adopted a quantitative
descriptive survey design to examine the effect of working capital management on the operational
efficiency of SMEs in Oyo State, Nigeria. The population comprised 1,018 employees from nine
purposively selected manufacturing SMEs across three LGAs that is Oluyole, Ibadan South West,
and Ibadan South East. Using Yamane’s (1967) formula at a 95% confidence level, a stratified
random sample of 287 respondents was selected to ensure proportional representation. Data were
collected via a structured, expert-validated questionnaire adapted from Williams (2025). A pilot
test with 30 participants informed refinement, and reliability was confirmed with Cronbach’s alpha
values ranging from 0.79 to 0.88. Data were analysed using simple percentages for demographics
and regression analysis with SPSS to test the stated hypotheses. The findings indicate statistically
significant positive relationships between working capital management practices and operational
efficiency across all objectives. Cash management habits demonstrated a strong positive effect (R
= 0.631, R² = 0.398, F(1, 285) = 188.099, β = 0.631, t = 13.715, p < 0.001, mean = 3.76 ± 0.56),
suggesting that effective cash handling substantially enhances efficiency. Inventory management
practices exerted an even greater influence (R = 0.666, R² = 0.443, F(1, 285) = 226.759, β =
0.666, t = 15.059, p < 0.001, mean = 3.78 ± 0.53), Accounts payable management exhibited the
strongest impact (R = 0.711, R² = 0.505, F(1, 285) = 291.300, β = 0.711, t = 17.068, p < 0.001,
mean = 3.76 ± 0.58), indicating that timely and strategic payment practices reinforce supplier
relationships and cash flow stability. Accounts receivable management also showed a significant
positive effect (R = 0.577, R² = 0.333, F(1, 285) = 142.421, β = 0.577, t = 11.934, p < 0.001, mean
= 3.78 ± 0.46), demonstrating that prompt collections and appropriate credit policies maintain
liquidity. The study concludes that effective working capital management is vital for improving
SME operational efficiency. Recommendations include implementing systematic cash flow
forecasting, inventory control, and adopting digital tools to optimise financial processes.
A. A. Williams· Journal of Accounting and Fi...· 0 citations
This study examines the effect of TQM on sustainable performance of small and medium
enterprises (SMEs) in Kano State. The study uses simple descriptive statistics, and regression
model to analyse the relationship between TQM and sustainable performance of SMEs in Kano
State. Primary data were sourced from 394 respondents who constituted the study population.
Since the population was small, census sampling method was used to collect data using
structure questionnaire measured on a 5-point Likert-scale. All statistical analyses were done
with the aid of SPSS version 10 and Econometrics views 10.0. The study revealed that there is
a significant positive effect of leadership commitment, employee involvement, continuous
improvement, Customer Focus, Data-Driven Decision Making, Training & Development, and
Recognition & Rewards on sustainable performance of SMEs in Kano State. However, the
study also shows that the introduction of TQM will increase sales and profit of SMEs and also
minimize cost. Based on the findings, the study recommends the introduction and effective
implementations of TQM by SMEs in Kano State.
Keywords: Sustainable Performance, TQM, SMSs, K
H. Rogo· IIARD International Journal...· 0 citations
The Small and Medium Enterprises (SMEs) in Nigeria are important contributors to employment, poverty alleviation, income generation and economic development. Despite this, however, there remain sustainability issues for many of the SMEs, stemming from a lack of funds and inadequate operational skills, including procurement. In this study, the researcher studied the financing of SMEs by microfinance banks, procurement competence and sustainability of SMEs in Kwara State, Nigeria. The study used a cross sectional survey research design. The data was collected using a structured questionnaire which was given to the owners and managers of the SMEs in the sixteen Local Government Areas of Kwara State. A total of 250 questionnaires were sent out and 218 valid questionnaires were analysed, with a valid response rate of 87.2%. Data analysis was done using descriptive statistics and regression analysis. The results indicated that business loan was the most accessed microfinance service with a mean score of 4.21 followed by savings service with a mean score of 3.96. The supplier selection capability was the highest among all procurement capabilities, with a mean score of 4.08, whereas price negotiation, with a mean score of 3.91, was the second highest. The regression results showed that microfinance financing significantly affected enterprise sustainability, R² = 0.375, p < 0.05, and procurement capability also significantly affected the enterprise sustainability, R² = 0.428, p < 0.05. Microfinance financing capability and procurement capability accounted for 52.0% of the variance in enterprise sustainability (R² = 0.520 at p < 0.05). The study found that access to finance is not the only factor that drives SME sustainability, but the capability of the SMEs in procurement is also a factor. It suggested more access to microfinance, procurement training and integrated microfinance support programmes in all the local governments of Kwara State.
Otayokhe E. Y., B. A., Fashipe O. P.· International journal of res...· 0 citations
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