DevelopinDEVELOPING CORPORATE RESILIENCE IN NIGERIAN SMES: THE ROLE OF MANAGEMENT CONSULTANTS IN SOUTHERN NIGERIAg corporate Resilience in Nigerian SMES: The role of Management Consultants in Southern Nigeria

Authors

  • Chikwe Goodey C. Department of Business Management, Evangel University, Akaeze, Ebonyi State, Nigeria
  • Charles Nwaji Department of Human Resource Management, Michael Okpara University of Agriculture, Umudike
  • Boma Abbey-Kalio Department of Business Administration & Management, Ken Saro-Wiwa Polytechnic, Bori, Rivers State, Nigeria

DOI:

https://doi.org/10.53555/bma.v2i3.1695

Keywords:

adaptive capability, consultant, Management, Resilience, SMEs, Strategic Planning

Abstract

this paper focused on developing corporate resilience in Nigerian SMEs: the role of management consultants in southern Nigeria. The paper adopted survey approach and the major instrument for data collection was a five point likert scale questionnaire. The data gathered was analyzed with t-test using the 20.0 version of the statistical package for social sciences (SPSS) at 0.05 level of significance. The study covered a population of 512 persons which consists of 112 management consultants and 400 management staff of 60 selected SMEs from Enugu, Imo and Rivers-state. The researchers used the Yaro Yamene’s method to select a sample size of 225 persons. It was concluded in this paper that SMEs should develop resilience drive in their business approaches. The study found that due to dearth of resources and internal capabilities, there is need for SMEs to leverage on the services of management consultants. The p-value shows a 0.001 and 0.002 outputs, which reflects the significant contributions management consultants can make to the development of resilience in SMEs in turbulent times. This paper therefore recommends among others that state governments in southern Nigeria should provide business resilience targeted trainings to managers and owners of SMEs in order to prepare them with relevant and current knowledge that can guide their operations.

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References

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BHAMRA, R., DANI, S., AND BURNARD, K. (2011). RESILIENCE: THE CONCEPT, A LITERATURE REVIEW AND FUTURE DIRECTIONS. INTERNATIONAL JOURNAL OF PRODUCTION RESEARCH

CASTLEDEN, M., MCKEE, M., MURRAY, V., AND LEONARDI, G. (2011). RESILIENCE THINKING IN HEALTH PROTECTION. JOURNAL OF PUBLIC HEALTH, 33(3)

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SUTCLIFFE, K.M. & VOGUS, T.J., (2003). ORGANIZING FOR RESILIENCE. IN CAMERON, K.S., DUTTON, J.E. & QUINN, R.E. EDS. POSITIVE ORGANIZATIONAL SCHOLARSHIP: FOUNDATIONS OF A NEW DISCIPLINE. SAN FRANCISCO: BERRETT-KOEHLER TOMPKINS, J. A. (2007). 4 STEPS TO BUSINESS RESILIENCE. INDUSTRIAL MANAGEMENT, 49(4)

WEICK, K. E., & SUTCLIFFE, K. M. (2007). MANAGING THE UNEXPECTED: RESILIENT PERFORMANCE IN AN AGE OF UNCERTAINTY (2ND ED.). SAN FRANCISCO, CA: JOSSEY-BASS.

WERR, A. AND STJERNBERG, T. (2001). WHAT KNOWLEDGE IS MANAGED? AN EXPLORATION OF KNOWLEDGE IN MANAGEMENT CONSULTING, ORGANIZATION STUDIES

AINAMO, A. & TIENARI, J. (2002). THE RISE AND FALL OF A LOCAL VERSION OF MANAGEMENT CONSULTING IN FINLAND. IN KIPPING, M. & ENGWALL, L. (EDS): MANAGEMENT CONSULTING: EMERGENCE AND DYNAMICS OF A KNOWLEDGE INDUSTRY. UK, OXFORD UNIVERSITY PRESS.

ARMBÜRSTER, T., & GLÜCKER, J. (2007). ORGANIZATIONAL CHANGE AND THE ECONOMICS OF MANAGEMENT CONSULTING: A RESPONSE TO SORGE AND VAN WITTERLOOSTUIJN, ORGANIZATION STUDIES, VOL. 28, NO. 12

ATKINSON, P. A., MARTIN, C. R., & RANKIN, J. (2009). RESILEINCE REVISTED. JOURNAL OF PSYCHIATRIC AND MENTAL HEALTH NURSING, 16,

BHAMRA, R., DANI, S., AND BURNARD, K. (2011). RESILIENCE: THE CONCEPT, A LITERATURE REVIEW AND FUTURE DIRECTIONS. INTERNATIONAL JOURNAL OF PRODUCTION RESEARCH

CASTLEDEN, M., MCKEE, M., MURRAY, V., AND LEONARDI, G. (2011). RESILIENCE THINKING IN HEALTH PROTECTION. JOURNAL OF PUBLIC HEALTH, 33(3)

DUBOFF, R. (2005): THE MARKETING AND SELLING OF CONSULTING SERVICES. IN GREINER, L. & POULFELT, F. (EDS.): THE CONTEMPORARY CONSULTANT. CANADA, THOMSON SOUTH-WESTERN.

FROSTENSON, M. (2011). LECTURES DURING THE COURSE “COMMUNICATION, CONSULTING AND CHANGE, UPPSALA UNIVERSITY

HAMEL, G., & VÄLIKANGAS, L. (2003). THE QUEST FOR RESILIENCE. HARVARD BUSINESS REVIEW, 81(9): HICKS, J., PADMAKUMAR N., & WILDEROM, P.M. (2009). WHAT IF WE SHIFTED THE BASIS OF CONSULTING FROM KNOWLEDGE TO KNOWING? MANAGEMENT LEARNING, VOL. 40, NO. 3

KIPPING, M. (1999). AMERICAN MANAGEMENT CONSULTING COMPANIES IN WESTERN EUROPE, 1920 TO 1990: PRODUCTS, REPUTATION, AND RELATIONSHIPS, THE BUSINESS HISTORY RE-VIEW, VOL. 73, NO. 2

KIPPING, M AND ENGWALL, L (2002). INTRODUCTION – MANAGEMENT CONSULTING AS A KNOWLEDGE INDUSTRY, IN KIPPING, M AND ENGWALL, L (EDS) MANAGEMENT CONSULTING – EMERGENCE AND DYNAMICS OF A KNOWLEDGE INDUSTRY, OXFORD: OUP. LONG, (2001) THE IMPACT OF IT ON CONSULTANCY PRACTICE IN SADLER, P. (ED) LÖWSTEDT, J. (ED)

MANAGEMENT IN THE THOUGHT-FULL ENTERPRISE, FAGBOKFÖRLAGET, BERGEN MAISTER, D. (2008). STRATEGY AND THE FAT SMOKER. USA, THE SPANGLE PRESS.

MOHE, M, & SEIDL, D. (2011). THEORIZING THE CLIENT-CONSULTANT RELATIONSHIP FROM THE PERSPECTIVE OF SOCIAL-SYSTEMS THEORY, ORGANIZATIONS, VOL. 18, NO.1

NADLER, D. A. & SLYWOTZKY, A. J. (2005). STRATEGY AND ORGANIZATION CONSULTING. IN GREINER, L. & POULFELT, F. (EDS.): THE CONTEMPORARY CONSULTANT. CANADA, THOMSON SOUTH-WESTERN O’MAHONEY, J. (2010). MANAGEMENT CONSULTANCY, OXFORD UNIVERSITY PRESS

PARSONS, D. (2010). ORGANISATIONAL RESILIENCE. THE AUSTRALIAN JOURNAL OF EMERGENCY MANAGEMENT 25(2)

POOLEY, J. A., & COHEN, L. (2010). RESILIENCE: A DEFINITION IN CONTEXT. AUSTRALIAN COMMUNITY PSYCHOLOGIST., 22 (1).

POULFELT, F., GREINER, L. & BHAMBRI, A. (2005). THE CHANGING GLOBAL CONSULTING INDUSTRY. IN GREINER, L. & POULFELT, F. (EDS.): THE CONTEMPORARY CONSULTANT. CANADA, THOMSON SOUTH-WESTERN.

RASSAM, C. (2001). THE MANAGEMENT CONSULTANCY INDUSTRY IN SADLER, P. (ED) MANAGEMENT CONSULTANCY, KOGAN PAGE LIMITED, LONDON

REBBECK, M. AND KNIGHT, A. (2001). GLOBAL CONSULTING IN SADLER, P. (ED) STEPHENSON, V. (2010). BENCHMARKING THE RESILIENCE OF ORGANIZATIONS (DOCTORAL DISSERTATION). UNIVERSITY OF CANTERBURY, CHRISTCHURCH, NEW ZEALAND

SUTCLIFFE, K.M. & VOGUS, T.J., (2003). ORGANIZING FOR RESILIENCE. IN CAMERON, K.S., DUTTON, J.E. & QUINN, R.E. EDS. POSITIVE ORGANIZATIONAL SCHOLARSHIP: FOUNDATIONS OF A NEW DISCIPLINE. SAN FRANCISCO: BERRETT-KOEHLER TOMPKINS, J. A. (2007). 4 STEPS TO BUSINESS RESILIENCE. INDUSTRIAL MANAGEMENT, 49(4)

WEICK, K. E., & SUTCLIFFE, K. M. (2007). MANAGING THE UNEXPECTED: RESILIENT PERFORMANCE IN AN AGE OF UNCERTAINTY (2ND ED.). SAN FRANCISCO, CA: JOSSEY-BASS.

WERR, A. AND STJERNBERG, T. (2001). WHAT KNOWLEDGE IS MANAGED? AN EXPLORATION OF KNOWLEDGE IN MANAGEMENT CONSULTING, ORGANIZATION STUDIES

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Published

2017-09-30

How to Cite

Goodey C. , C., Nwaji, C., & Abbey-Kalio, B. (2017). DevelopinDEVELOPING CORPORATE RESILIENCE IN NIGERIAN SMES: THE ROLE OF MANAGEMENT CONSULTANTS IN SOUTHERN NIGERIAg corporate Resilience in Nigerian SMES: The role of Management Consultants in Southern Nigeria. International Journal For Research In Business, Management And Accounting, 2(3), 01–09. https://doi.org/10.53555/bma.v2i3.1695