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Publications (3)0 Total impact

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    Yunus Adeleke Dauda, Waidi Adeniyi Akingbade, Hamed Babatunde Akinlabi
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    ABSTRACT: Strategy is considered to be a detailed plan for a business in achieving success. Managers employ strategy toachieve result. Strategic management practices and organization performance in small business enterprises{SBEs} goes together, but most Small business enterprises place less emphasis on making effective strategy forimproved performance. This paper examines the influence of strategic management on corporate performance inselected small scale enterprises in Lagos, Nigeria. The paper also provides how strategy could be used forimproved performance of small scale enterprise in Nigeria. Two hypotheses were tested. They are to determinewhether: {i} there is a significant relationship between strategic management and organizational profitability; {ii}there is a significant relationship between strategic management and company market share. Cross sectionalsurvey research method was adopted for the study and 140 participants were randomly selected among SSEs inLagos metropolis. Pearson product moment coefficient of correlation and descriptive statistics were used for dataanalysis. Findings revealed that strategic management practices enhance both organizational profitability andcompany market share. The study recommends that investors and managers should make use of strategicmanagement to improve their organizations actual performance at all times.
    International Journal of Business and Management. 01/2010;
  • Source
    Yunus Adeleke Dauda, Waidi Adeniyi Akingbade
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    ABSTRACT: Organization success is determined by the demand for its product or services. Many organization put in placemethods and strategies that could enabled them attract customers and improved the quality and quantity of theirproduct. One of the major methods in this direction is market orientation. Employees are influenced to considerorganization interest and be involved or oriented to monitor their customers’ loyalty and attitude towards theirproduct to enable them to be competitive, productive and profitable. But despite its advantage, most smallbusiness enterprises (SBEs) in Lagos, the economic capital of Nigeria don’t engage in market orientation. Thispaper examines different methods of market orientation and how it could be employed for improved SBEsperformance in Lagos State. Two null hypotheses were formulated to test the relationship between customerorientation and sales growth and market orientation and SBE’s profitability. Questions were formulated based onthe hypotheses and questionnaires were distributed to top managers and investors of SBEs, out of which 95% ofthe respondents returned duly completed and properly filled questionnaires. The research findings show thatmany SBEs that engage in market orientation recorded substantial progress. But most other have not reallyapplied this method, hence their low performance and profitability. The study recommends that marketorientation should be used by SBEs for improved performance. Also, SBEs managers and owners should engagein market orientation to enable their enterprises more profitable and survive in changing, dynamic and turbulentbusiness environment.
    International Journal of Marketing Studies. 01/2010;
  • Source
    Adeleke Yunus, Dauda, Waidi Adeniyi Akingbade
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    ABSTRACT: The state of technology in any organization has a significant influence on the quality and quantity of production of its goods or services. But despite this, technology is prone to constant change which organizations have to monitor, manage and cope with. Manufacturing industry that will like to be competitive and profitable should ensure that employees are trained and involved in the management of technological change for organizational survival. But most organization tends to undermine the contribution of employee in managing technological change, the outcome of which are low profitability and performance. This paper examines how employee relation could be employed for technological change management. It also seeks to determine effective method of using technological innovation for improved performance in the Nigerian manufacturing industry. Two hypotheses were formulated to determine the relationship between technological change and employee skill; and between technological change and employee performance. Question based on the hypotheses were formulated and 1256 questionnaires were distributed to selected 30 manufacturing industry in beverages, textile, steel, cement and chemical industry in Nigeria. Findings reveal that employee relations do not have significant relationship with technological change. The paper recommends that employee relation should be considered in the management technological change for profitability, competitiveness and survival of the Nigerian Manufacturing industry.