Publication Information
Journal: NAU Journal of Technology and Vocational Education
Volume: 3 (2018)
AWARENESS LEVEL OF SME MANAGERS ON THE INFLUENCE OF SOCIO-CULTURAL FORCES ON BUSINESS OPERATIONS IN ANAMBRA STATE
Onyemechara, Chiamaka Chikezie
chiamakand@gmail.com Nnamdi Azikiwe University, Awka.
Okeke, A. U.
au.okeke@unizik.edu.ng Department of Technology and Vocational Education, Faculty of Education Nnamdi Azikiwe University, Awka
The study sought to determine the awareness level of SMEs managers’ on the
influence of socio-cultural environmental forces on their business operations in
Anambra State. One research question and two null hypotheses guided the study.
Descriptive survey design was adopted. The research population comprise of 811
managers of small and medium enterprises registered with the Anambra State
Ministry of Commerce and Industry. A sample size of 243 SMEs managers was
selected for the study using proportionate stratified random sampling. A structured
and validated five point rating scale questionnaire containing 10 items was used for
data collection. Cronbach Alpha method was used to establish the reliability of the
instrument which yielded coefficient of 0.85. The researchers administered the
instrument with the help of three research assistants in the state. Data collected were
analyzed using mean and standard deviation to answer the research question while ttest and Analysis of Variance (ANOVA) were employed to test the hypotheses at 0.05
level of significance. Findings revealed that SMEs managers’ in Anambra State were
highly aware of the influence of socio-cultural environmental forces on their business
operations. The study further revealed that gender and years of experience were not
significant factors on the SME managers awareness level of the influence of sociocultural forces on their business operation. It was concluded that majority of the
owners of SMEs in Anambra State understands the importance socio-cultural
environmental forces can play in success of their business operations and are
conscious of the changes in the business that could result as a result in these sociocultural forces. The researchers recommended among others that SME managers
should constantly review, modify and develop new policies in line with changes in
socio-cultural environmental forces. This is because high awareness alone without
proper implementation of policies cannot guarantee business success. SMEs managers should engage in regular market research in order to recognize current
needs, value, taste and preference of the type of goods consumers are looking for in
the marketplace.
influence of socio-cultural environmental forces on their business operations in
Anambra State. One research question and two null hypotheses guided the study.
Descriptive survey design was adopted. The research population comprise of 811
managers of small and medium enterprises registered with the Anambra State
Ministry of Commerce and Industry. A sample size of 243 SMEs managers was
selected for the study using proportionate stratified random sampling. A structured
and validated five point rating scale questionnaire containing 10 items was used for
data collection. Cronbach Alpha method was used to establish the reliability of the
instrument which yielded coefficient of 0.85. The researchers administered the
instrument with the help of three research assistants in the state. Data collected were
analyzed using mean and standard deviation to answer the research question while ttest and Analysis of Variance (ANOVA) were employed to test the hypotheses at 0.05
level of significance. Findings revealed that SMEs managers’ in Anambra State were
highly aware of the influence of socio-cultural environmental forces on their business
operations. The study further revealed that gender and years of experience were not
significant factors on the SME managers awareness level of the influence of sociocultural forces on their business operation. It was concluded that majority of the
owners of SMEs in Anambra State understands the importance socio-cultural
environmental forces can play in success of their business operations and are
conscious of the changes in the business that could result as a result in these sociocultural forces. The researchers recommended among others that SME managers
should constantly review, modify and develop new policies in line with changes in
socio-cultural environmental forces. This is because high awareness alone without
proper implementation of policies cannot guarantee business success. SMEs managers should engage in regular market research in order to recognize current
needs, value, taste and preference of the type of goods consumers are looking for in
the marketplace.
Aliyu, M. S. (2014). Relationship between market orientation and firm performance:
A look at Nigerian SMEs. Developing Country Studies, 4(2), 87-93.
Alexander, L. D. (2000). Successfully implementing strategic decisions.Long Range
Planning, 18(3), 91-97.
Central Bank of Nigeria (2010).Business expectations survey.A Quarterly Publication
of the Central Bank of Nigeria, 2nd Quarter, 2010.
Gbandi, E. & Amissah, G. (2014).Financing options for small and medium enterprises
(SMEs) in Nigeria.European Scientific Journal, 10, 1-14.
Gurol, Y. & Aitsan, N. (2006).Entrepreneurial characteristics amongst university
students: Some insights for entrepreneurship education and training in Turkey.
Education + Training, 48(1), 25-38.
Henry, C., Foss, L., Fayolle, A., Walker, E. & Duffy, S. (2015). Entrepreneurial
leadership and gender: Exploring theory and practice in global contexts.
Journal of Small Business Management,53(3), 581–586.
http://dx.doi.org/10.1111/jsbm.12174
Hornby, A. S. (2015). Oxford Advanced Learners’ Dictionary of current English. Ney
York, USA: Oxford University Press.
King, K., & McGrath, S. (2010). Globalization, enterprise and knowledge:
Educationaltraining and development. International Review of Education,
50(1), 74 – 76.
Nwachukwu,. A. C. (2009). The role of entrepreneurship in economic development:
The Nigerian perspective. European Journal of Business Management, 4(8),
119-125.
Mawoli, M. A. & Aliyu, A. N. (2010).Entrepreneurship and Small Business
Management in 21st Century Nigeria. Makurdi: Aboki Publishers.
Oghojafor, Okonji,Olayemi&Okolie, (2011). Fifty years of entrepreneurship
development in Nigeria: Challenges and prospects. 10th International
Entrepreneurship Forum, Tamkeen, Bahrain, 9-11 January 2011.
Pearce, J. A., & Robinson, Jr. R. B. (2007).Formulation, implementation and control
of competitive strategy(10th Ed.). Chicago: Richard D. Irwin.
Salami, S. S. (2013).Awareness on the influence of macro-environmental forces on
marketing activities of small scale business operators in Oyo State. (Masters
degree thesis), University of Nigeria Nsukka.
Sokoto, A. A. & Abdullahi, Y. Z. (2013).Strengthening small and medium enterprises
(SMEs) as a strategy for poverty reduction in north western Nigeria.American
Journal of Humanities and Social Sciences,1(3), 189-201.
Wanjohi, A.M., & Mugure, A., (2008).Factors affecting the growth of MSEs in rural
areasof Kenya: A case of ICT firms in Kiserian Township, Kajiado District of
Kenya.
William, D. P. & McCarthy, J. E. (2002). Basic marketing: A global managerial
approach. Michigan: Times Mirror Higher Education Group. Inc. Company.
Zimmerer, T. W., & Scarborough, N. M., (2009).Essentials of entrepreneurship and
small business management. New York: Prentice Hall.
A look at Nigerian SMEs. Developing Country Studies, 4(2), 87-93.
Alexander, L. D. (2000). Successfully implementing strategic decisions.Long Range
Planning, 18(3), 91-97.
Central Bank of Nigeria (2010).Business expectations survey.A Quarterly Publication
of the Central Bank of Nigeria, 2nd Quarter, 2010.
Gbandi, E. & Amissah, G. (2014).Financing options for small and medium enterprises
(SMEs) in Nigeria.European Scientific Journal, 10, 1-14.
Gurol, Y. & Aitsan, N. (2006).Entrepreneurial characteristics amongst university
students: Some insights for entrepreneurship education and training in Turkey.
Education + Training, 48(1), 25-38.
Henry, C., Foss, L., Fayolle, A., Walker, E. & Duffy, S. (2015). Entrepreneurial
leadership and gender: Exploring theory and practice in global contexts.
Journal of Small Business Management,53(3), 581–586.
http://dx.doi.org/10.1111/jsbm.12174
Hornby, A. S. (2015). Oxford Advanced Learners’ Dictionary of current English. Ney
York, USA: Oxford University Press.
King, K., & McGrath, S. (2010). Globalization, enterprise and knowledge:
Educationaltraining and development. International Review of Education,
50(1), 74 – 76.
Nwachukwu,. A. C. (2009). The role of entrepreneurship in economic development:
The Nigerian perspective. European Journal of Business Management, 4(8),
119-125.
Mawoli, M. A. & Aliyu, A. N. (2010).Entrepreneurship and Small Business
Management in 21st Century Nigeria. Makurdi: Aboki Publishers.
Oghojafor, Okonji,Olayemi&Okolie, (2011). Fifty years of entrepreneurship
development in Nigeria: Challenges and prospects. 10th International
Entrepreneurship Forum, Tamkeen, Bahrain, 9-11 January 2011.
Pearce, J. A., & Robinson, Jr. R. B. (2007).Formulation, implementation and control
of competitive strategy(10th Ed.). Chicago: Richard D. Irwin.
Salami, S. S. (2013).Awareness on the influence of macro-environmental forces on
marketing activities of small scale business operators in Oyo State. (Masters
degree thesis), University of Nigeria Nsukka.
Sokoto, A. A. & Abdullahi, Y. Z. (2013).Strengthening small and medium enterprises
(SMEs) as a strategy for poverty reduction in north western Nigeria.American
Journal of Humanities and Social Sciences,1(3), 189-201.
Wanjohi, A.M., & Mugure, A., (2008).Factors affecting the growth of MSEs in rural
areasof Kenya: A case of ICT firms in Kiserian Township, Kajiado District of
Kenya.
William, D. P. & McCarthy, J. E. (2002). Basic marketing: A global managerial
approach. Michigan: Times Mirror Higher Education Group. Inc. Company.
Zimmerer, T. W., & Scarborough, N. M., (2009).Essentials of entrepreneurship and
small business management. New York: Prentice Hall.