Title: The Impact Of Strategic Management Practices On Organizational Performance: A Study Of Selected Small And Medium Enterprises (Smes) In Ogun State, Nigeria
Authors: Okonkwo Ndubuisi Emmannuel
Volume: 10
Issue: 7
Pages: 182-191
Publication Date: 2026/07/28
Abstract:
The contemporary business landscape in emerging economies is characterized by volatility and intense competition, conditions under which the survival of Small and Medium Enterprises (SMEs) depends heavily on the rigor with which they plan and manage their strategic direction. This study examined the impact of strategic management practices on the organizational performance of SMEs in Ogun State, Nigeria, with specific attention to environmental scanning, strategy formulation, strategy implementation, and strategy evaluation as they relate to profitability, growth, and sustainability. A descriptive survey design was adopted, and data were obtained from 286 usable responses drawn from registered SMEs across the manufacturing, trade, services, and agricultural sectors using a validated, structured questionnaire. Data were analyzed using descriptive statistics, Pearson correlation, and multiple regression analysis, with hypotheses tested at the 5 percent level of significance. Findings revealed that all four strategic management practices exert a statistically significant, positive influence on organizational performance (p < 0.05), collectively accounting for 55 percent of the variance in performance (Rē = 0.55; F = 86.42; p < 0.001), with strategy implementation emerging as the strongest predictor (? = 0.31). The study concluded that SMEs which adopt structured, integrated strategic management practices achieve superior profitability, growth, and long-term sustainability relative to those that manage strategy informally. It is recommended that SME owner-managers institutionalize environmental scanning and performance evaluation systems, that policymakers design targeted capacity-building interventions, and that future researchers pursue longitudinal and cross-state investigations to deepen understanding of the strategy-performance relationship among SMEs in developing economies.