Book Description

Although small and medium enterprises (SMEs) contribute significantly to Nigeria's socioeconomic and political development, most of the country's SMEs no longer operate by their fifth anniversary. Many owners lack knowledge of the financial strategies required for the long term performance and growth of their enterprise. The aim of this qualitative multiple case study was to gain an in-depth understanding of financial strategies that SMEs owner-managers can adopt to enhance the sustainability of their business operations in Nigeria. This study was grounded in entrepreneurship theory and Porter's model of competitive strategy. Qualitative data from multiple sources, including semi structured interviews, scholarly works, and observational field notes, were collected. The participants were six SME owner-managers who employ fewer than 200 employees within the education and accounting/consulting service sectors. Thematic analysis of data produced five themes that explained the financial strategy practices of SME owner-managers: maintaining strategic financial practices, acquisition of basic financial cum business knowledge, establish sound financial reporting system, articulating challenges of SMEs, and embracing entrepreneurial resilience. The findings revealed the need for SME owner-managers to embrace dynamism in their financial strategy practices. By doing so, SME owner-managers may be able to sustain their businesses, which may promote positive social change through job creation, wealth distribution, technological innovation, grassroots development, and enhancement of gross domestic product.