STRATEGIC MANAGEMENT PRACTICES AND ORGANIZATIONAL PERFORMANCE OF SMALL AND MEDIUM-SIZED ENTERPRISES IN RIVERS STATE, NIGERIA

This study examined the relationship between strategic management practices and organizational performance of small and medium-sized enterprises (SMEs) in Rivers State, Nigeria. Specifically, it examined the relationships between strategic planning, strategy implementation, environmental analysis, strategic evaluation and control, and organizational performance. The study adopted a correlational research design. The study population was estimated at 42,306 SMEs in Rivers State, while a sample size of 396 SMEs was determined using Taro Yamane's formula at a 5% margin of error. One owner or manager was selected as the respondent from each participating enterprise. Data were collected using a structured questionnaire covering strategic management practices and organizational performance. Mean and standard deviation were used to analyze the research questions, while Pearson Product-Moment Correlation was used to test the hypotheses at the 0.05 level of significance. The illustrative results indicated that the respondents reported relatively high levels of strategic planning, strategy implementation, environmental analysis, and strategic evaluation and control. The illustrative correlation results also indicated positive relationships between the examined strategic management practices and organizational performance. Strategy implementation recorded the strongest correlation with organizational performance, followed by strategic evaluation and control, strategic planning, and environmental analysis. The study concludes that effective strategic management practices may contribute to improved business growth, profitability, and operational efficiency among SMEs. It recommends that SME owners and managers strengthen their planning, implementation, environmental scanning, and performance-monitoring practices