Business Strategy Alignment and Performance of Manufacturing SMEs (Published)
The effect of business strategy alignment on the performance of Small and medium sized manufacturing firms in North-West Nigeria was examined. Specifically, the study examined the impact of strategic goals alignment, organizational structure alignment, resource allocation alignment and operational process alignment on firm performance. The descriptive survey research design was used and data were collected from 298 owner-managers and senior workers of manufacturing SMEs selected from Kano, Kaduna and Katsina States, using a structured questionnaire. Data were analysed with descriptive statistics and multiple regression analysis using SPSS version 26. The results indicated that business strategy alignment in all four dimensions had a significant and positive relationship with firm performance. Strategic goals alignment (β = 0.298, p < 0.05), organizational structure alignment (β = 0.231, p < 0.05), operational process alignment (β = 0.214, p < 0.05) and resource allocation alignment (β = 0.189, p < 0.05) were the strongest determinants of performance. The regression model accounted for 67.4% of the variance in firm performance, which suggests that there is a strong relationship between business strategy alignment and organizational performance. The study findings have shown that good alignment of strategic goals, structures, resources and operational processes is essential in improving the profitability, productivity, customer satisfaction and competitiveness of manufacturing SMEs in North-West Nigeria. The study suggests that SMEs’ managers should improve strategic communication and review mechanisms, and adopt flexible organizational structures, align resource allocation with strategic priorities and continuously enhance operational processes in order to obtain sustainable business performance.
Keywords: Business Strategy Alignment, Operational Process Alignment, Organizational Structure Alignment, Resource Allocation Alignment, SME Performance, Strategic Goals Alignment
Human Resource Development and Small and Medium Enterprises Performance: The Contingent Role of Digital Transformation Readiness in South-West Nigeria (Published)
This study investigates the interplay between Human Resource Intellectual Development (HRID) and Digital Transformation Readiness (DTR) in enhancing Small and Medium Enterprise (SME) performance in South-West Nigeria. Employing a quantitative cross-sectional survey design, data were collected from 250 SME owners/managers. Hierarchical regression analysis reveals that HRID significantly boosts SME performance (β = 0.352, p < 0.01), while DTR exerts a positive direct effect (β = 0.281, p < 0.01) and moderates the HRID-performance relationship (β = 0.214, p < 0.05). The interaction plot indicates that high DTR amplifies the positive impact of HRID on performance. By integrating Resource-Based View (RBV) and Technology-Organization-Environment (TOE) frameworks, this research underscores the synergistic role of human capital development and digital readiness in driving SME competitiveness. The findings offer actionable insights for SME managers and policymakers, highlighting the need to prioritize HRID and DTR initiatives. The study recommends that SMEs owners and managers should strengthen human resource development initiatives by implementing structured training programmes, mentoring schemes, and knowledge-sharing mechanisms.
Keywords: Nigeria, SME Performance, digital transformation readiness, human resource intellectual development, moderation analysis