Agwu Kalu Ukairo, Chika George Igwesi, Mathew Chiedu Ijeh


Many prominent and even internationally acclaimed business organizations have gone into extinction due to succession management challenges, notwithstanding their richly endowed financial and material resources. Succession management ensures seamless transition of managerial decision making of a firm to the next generation when the owner is no longer part of the business. The study investigated the effect of succession management on sustainability of Small and Medium Scale Enterprises (SMEs) in South East, Nigeria. However, the specific objectives were to ascertain the effect of competitive intelligence on the growth of SMEs; and to determine the effect of technological advancements on competitive advantage of SMEs in South East Nigeria. The study is anchored on Elgar’s Performance Theory of organization and the Resource Based Firm theory which emphasizes that the physical, organizational strategies, financial and human resources have the potential to provide firms with sustainable competitive advantage. The study adopted the survey research method, making use of structured questionnaire as instruments for data collection. Data were collected from primary and secondary sources. Hypotheses were tested using Pearson Product Moment Correlation Coefficient and the simple linear regression. It was found that succession management through well-conceived competitive intelligence positively affected the growth of SMEs; technological advancements positively affected competitive advantage of SMEs. It was, therefore, concluded that succession management through competitive intelligence and technological advancement positively affected the sustainability of SMEs through firm growth and competitive advantage. The study recommended that for SMEs to be sustained and enhance its operational life span, effective succession management should be adopted growth and competitive advantage. The study recommended that for SMEs to be sustained and enhance its operational life span, effective succession management should be adopted.

JEL: B10; A02; C06

Article visualizations:

Hit counter


succession management, competitive intelligence, firm growth, technological advancement, competitive advantage, sustainability

Full Text:



Akingunola, R. O. (2011). Small and Medium Scale Enterprises and Economic Growth in Nigeria: An Assessment of financing options. Pakistan Journal of Business and Economic Review, 2(1), 77-97.

Alstete, J. W. (2014). Strategy choices of potential entrepreneurs. Journal of Education for Business, 89, 77–83.

Aminu, S. A., Olayinka, K. A., Akinkunmi, M., Salau, J. T., & Odesanya, E. O. (2015). Entrepreneurial marketing: Understanding the interface between entrepreneurship and marketing in Nigeria. International Journal of Management Sciences and Humanities, 3(1), 46-67.

Ardishvili, A., Cardozo, S., Harmon, S., & Vadakath, S. (1998). Towards a theory of new venture growth, Babson Entrepreneurship Research Conference. Ghent, Belgium.

Aremu, M. A. (2010). Small and Medium Scale Enterprises as A Means of Employment Generation and Capacity Building in Nigeria, A Paper Presented at the International Conference on Management and Enterprise Development on “Intellectuals and New Strategies for Sustainability Development of the Third World” Held at Conference Center, University of Ibadan, Ibadan, Nigeria, October 5th - 8th.

Artinger, S., & Powell, T. C. (2015). Entrepreneurial failure: Statistical and psychological explanations. Strategic Management Journal, 37, 1047–1064.

Asikhia, O. U. (2010). SMEs and poverty alleviation in Nigeria: Marketing resources and capabilities implications. New England Journal of Entrepreneurship, 13(2), 1-14.

Barney, J. (1991). Firm resources and sustained competitive advantage. Journal of Management, 17(1), pp. 109-114.

Bowman-Upton, Nancy. Transferring Management in the Family Owned Business. Washington: U.S. Small Business Administration, 1991.

Cader, H. A., & Leatherman, J. C. (2011). Small business survival and sample selection bias. Small Business Economics, 37, 155–165.

Clulow, V., Gerstman, J. and Barry, C. (2003). The resource-based view and sustainable competitive advantage: the case of a financial services firm. Journal of European Industrial Training. 27 (5): 220–232.

Coad, A. (2009). The growth of firms: A survey of theories and empirical evidence Northampton, MA: Edward Elgar.

Davidson, P. B. and Kirchhoff, J. A. (2002). Empirical analysis of business growth factors using Swedish Data, Journal of Small Business Management, 40(4): 332-349.

Davis, J. (2014). Managing the family business: It takes a village, Harvard Business School. Retrieved 20 October 2014.

Delmar, F. (1997). Measuring growth: methodological considerations and empirical results. Wellesley, MA: Babson College. Frontiers of Entrepreneurship Research 1999, Vol. 19: 90-104.

Ediagbonya, K. (2013). The Roles of Entrepreneurship Education in Ensuring Economic Empowerment and Development. Journal of Business Administration and Education, 4(1), 35 46.

Inegbenebor, A. U. (2006). You Can Be an Entrepreneur. In A.U. Inegbenebor (Ed). The Fundamentals of Entrepreneurship (pp,1-14), Benin: Mindex Press Limited.

Jain, V. K. (2014). Impact of technology on HR practices, International Journal of Informative and Futuristic Research, India, Volume -1 Issue -10

John K. N., Gakure, R.W. and Mugo, H. (2012), Competitive intelligence practices and their effect on profitability of firms in the Kenyan banking industry, International Journal of Business and Social Research (IJBSR), Volume -2, No.3., pp.201-225.

John, L. W. (1997). Keeping the family business healthy, San Francisco, Jossey-Bass.

Kahaner, L. (1996). Competitive intelligence, Simon and Schuster, New York, NY

Kurakto, D. F. and Hodgetts, R. M. (2007). Entrepreneurship: theory, process and practice, (7th edition), USA, Thomson South Western.

McGonagle, J. J. Jr, Vella, C. M. (2004). Competitive intelligence in action, the Information Management Journal, Vol. 38 No.2, pp.64-8.

Mishra, A. and Akman, I. (2010). Information technology (IT) in the field of Human Resource Management, Public Personnel Management , Volume 39 No. 3 Fall. Marcel, T. and O’Mahony, M. ( 2009). Output, input, and productivity measures at the industry level, The EU KLEMS Database, Economic Journal 119(538): 374-403.

Muhammad, A., Akbar, S., & Dalziel, M. (2011). The journey to develop educate entrepreneurs: Prospects and problems of Afghan businessmen. Education & Training, 53, 433–447.

Muthama, T. M. and Karanja N. (2012). Influence of competitive intelligence on profitability of mobile telecommunication companies In Kenya, International, Journal of Innovative Research and Development, Vol 1 Issue 11, 201-223.

Nemethy, Les (2011). Business exit planning: Options, Value Enhancement, and Transaction Management for Business Owners. USA: John Wiley & Sons. p. 178.

Oulton, N. ( 2007). Investment-specific technological change and growth accounting. Journal of Monetary Economics 54(4):1290-1299.

Peteraf, M., & Barney, J. (2003). Unraveling the resource-based tangle. Managerial and Decision Economics, 24, 309-323.

Rothwell, W. J. (1995). Effective succession planning. New York: AMACOM.

Sanusi, J. O. (2003). Overview of government efforts in the development of SMEs and the development of small and medium industries and equity investment scheme (SMIEIS). A paper presented at the National Summit on SMIEIS organised by Bankers' Committee and Lagos Chamber of Commerce and Industry (LCCI), Lagos, June 10, 1-20. Retrieved from www.cenbank.com

Shrivatsava, S. and Shaw, J. B. (2003). Liberating HR through technology, Human Resource Management, John Wiley & Sons Ltd., 42 (3)

Wright, P. M., McMahan, G. C., & McWilliams, A. (2009). Human resources as a source of sustained competitive advantage: A resource-based perspective. International Journal of Human Resource Management, 5, 301-326.

Yap, C. S. and Rashid, Z. A. (2011). Acquisition and strategic use of competitive intelligence, Malaysian Journal of Library & Information Science, 16 (1) April, 125-136.

DOI: http://dx.doi.org/10.46827/ejmms.v6i3.1112


  • There are currently no refbacks.

Copyright (c) 2021 Agwu Kalu Ukairo, Chika George Igwesi, Mathew Chiedu Ijeh

Creative Commons License
This work is licensed under a Creative Commons Attribution 4.0 International License.

The research works published in this journal are free to be accessed. They can be shared (copied and redistributed in any medium or format) and\or adapted (remixed, transformed, and built upon the material for any purpose, commercially and\or not commercially) under the following terms: attribution (appropriate credit must be given indicating original authors, research work name and publication name mentioning if changes were made) and without adding additional restrictions (without restricting others from doing anything the actual license permits). Authors retain the full copyright of their published research works and cannot revoke these freedoms as long as the license terms are followed.

Copyright © 2015-2018. European Journal of Management and Marketing Studies (ISSN 2501 - 9988) is a registered trademark of Open Access Publishing GroupAll rights reserved.

This journal is a serial publication uniquely identified by an International Standard Serial Number (ISSN) serial number certificate issued by Romanian National Library. All the research works are uniquely identified by a CrossRef DOI digital object identifier supplied by indexing and repository platforms. All the research works published on this journal are meeting the Open Access Publishing requirements and standards formulated by Budapest Open Access Initiative (2002), the Bethesda Statement on Open Access Publishing (2003) and  Berlin Declaration on Open Access to Knowledge in the Sciences and Humanities (2003) and can be freely accessed, shared, modified, distributed and used in educational, commercial and non-commercial purposes under a Creative Commons Attribution 4.0 International License. Copyrights of the published research works are retained by authors.