The impact of strategic learning orientation, entrepreneurial orientation and reconfiguring capabilities on export performance of SMEs in Nigeria

Tope Samson Abiodun

doi:10.18775/ijmsba.1849-5664-5419.2014.23.1004

Abstract

The objectives of this study are to investigate the relationship between learning orientation (LO), entrepreneurial orientation (EO), reconfiguring capability (RC) and export performance (EP) as well as determine the mediating effect of entrepreneurial orientation on the relationship between LO, RC and EP of SMEs in Nigeria. Having employed PLS-SEM on 201 data from SMEs in Nigeria, the findings of the study revealed significant relationship between LO and EP, between RC and EP, and between EO and EP, while the mediating effect of EO on the relationship between LO and EP, and between RC and EP are less statistically significant

Highlights

The need for economic growth has made SMEs’ significant roles to be recognized in many nations
The mediating effect calculated through the spreadsheet of coefficient generated by war PLS (Kock, 2014), indicates that (β=0.2874, t=1.3589, p
The mediating effect calculated through the spreadsheet of coefficient generated by war PLS (Kock, 2011), the result (β=0.4051), t=1.4316, p

Summary

Introduction

The need for economic growth has made SMEs’ significant roles to be recognized in many nations. Their values, such as power of expansion, Job creations at relatively low capital cost, means of livelihood, provision and development of trained and untrained labor for potential industrial growth and the breeding ground for managerial and entrepreneurial talents have shown SMEs as indispensible sector in any economy (Ayanda & Laraba, 2011). SMEs in Nigeria face monumental challenges such as weak strategic orientations, poor infrastructure, inadequate capabilities, poor management and inadequate technological skills’ development and lack of export market knowledge/experience (Adegbite, Ilori, Irefin, Abereijo, & Aderemi, 2007). A study carried out by Manufacturing Association of Nigeria (MAN) showed that just about 10 percent of industries run by its members are completely in operation. The bulk of researches on strategic orientations and reconfiguring capabilities in export performance focus on large established firm (Corner & Wu, 2012)

Objectives

Methods

Findings

Discussion

Conclusion