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Over the past three decades, the nature and various impacts of the entrepreneurial orientation (EO) within small and medium businesses have been discussed among scholars and practising managers. However, less effort has been made to investigate the impacts of EO within established firms such as the banking sector. This literature gap can limit the application of the most published findings on EO –performance relationships across firms and industries. The aim of this research was to examine how EO manifest in the Nigerian banking sector in relations to bank performance. Purposive sampling was used to collect data from the bank managers, 315 participants were used for the final analysis with the aid of SmartPLS 3.2.8 statistical software. The result shows that Proactiveness, Innovativeness and Competitive aggressiveness are significantly related to the performance of banks in Nigeria, whereas Risk-taking and Autonomy dimensions were insignificant. Individually, the result indicates that proactiveness is the most important EO dimension in the Nigeria banking sector, then followed by innovativeness and competitive aggressiveness. Reasons for this finding could be due to the nature of the industry in terms of regulations, customer sophistication and competitive intensity. Our findings hence, confirms recent assertions that EO dimensions are independent of each other, they may occur in different combinations depending on the context which EO is applied. That is the most suitable EO conceptualisation can include features that are deemed 'desirable or essential’ (Gupta & Dutta, 2018: 167), to performance in a given culture and specific industries (Wales, 2020). In light of these findings, this study recommends bank’s managers to pay attention to EO construct in terms of proactiveness, innovativeness and competitive aggressiveness to improve performance. Thereby, addressing the issues of competitive intensity, customer sophistication and changing regulation. This study bring

Although, knowledge integration has been theoretically conceptualized as a source of superior performance, very little attention is paid to investigate this relationship empirically especially in small and medium firms of developing countries. This study is designed to investigate the role of procedural memory (i.e., tacit knowledge) on the integration and development of declarative memory (i.e., explicit knowledge) and therefore the effects of these types of knowledge on SME performance on the platform of knowledge-based view.The 302 usable data was collected from corporate SMEs in Nigeria and thus the result was analyzed using partial least squares path modeling.The statistical data established the empirical evidence on the relationship between procedural and declarative knowledge as well as the effects of both of these forms of organizational knowledge or memory on performance. Consequently, the study concludes that SMEs' managers should invest in organizational knowledge for superior performance.Finally, the study suggested that future research may include other forms of knowledge assets and also take into cognizance with other components of performance.

Although, resource-based is a potential approach to the explanation of how firms use their idiosyncratic valuable intangible resources to conceive of and implement value-creating strategy, the perspective has lapsed on the explanation of how and why firms outperform others in rapid changing environments.Ths laid to the emergence of dynamic capabilities view as an extension of the former.Neveheless, hitherto the concept of dynamic capabilities is yet to be well acquainted. Hence, this research has purposely reviewed the concept of dynamic capabilities and conceptually developed a model which hypothesized the possible relationships between various phases of dynamic capabilities (ie, sensing, leaning,integrating and coordinating capabilities) as well as their role as potential antecedents of performance.The study has concluded that there is a positive conceptual relationship between one capability to another in their logical sequence and also all capabilities positively relate to performance. Future, research may found this model important to investigate such relationships empirically.

Previous literature testified the impact of both intellectual capital and entrepreneurial orientation on small firm performance, but the studies generally ignore the combined effect of such intangible resources on multilevel performance (i.e., financial and non-financial performance) which is the appropriate measurement system of performance.Hence, this study designed to address this issue by investigating the impact of such intangible resources on the aforesaid performance of 302 registered small and medium firms in Nigerian.To analyze the data, variance based structural equation model was employed using SmartPLS3.Consequently, the analysis established the empirical evidence of the positive significance effects of all dimensions of intellectual capital and entrepreneurial orientation on multilevel performance.

The strategy of accumulating valuable assets guided by the firm’s intellectual right is often not enough to support a significant performance in a rapidly changing environment.Hence, in such an environment, superior performance relies upon the ability of a firm to integrate, build and reconfigure those resources, the process of which is termed as dynamic capabilities.Hence, the purpose of this study is to investigate the mediating role of dynamic capabilities on the relationship between intellectual capital and manufacturing firm performance in a turbulent business setting.The data was gathered from 124 manufacturing enterprises in Nigeria and analyzed using the Partial Least Squares Structural Equation Modeling (PLS-SEM).The analyzed data supported all the hypothesized relationships of the study.Hence, the study found that there is positive relationships between all the dimensions of intellectual capital and dynamic capabilities and also dynamic capabilities mediate the relationship between intellectual capital and performance.Consequently, this study concluded that managers need to deploy not only valuable resources but also dynamic capabilities by re configuring their existing resources to conceive of and implement difficult to replicate value adding strategies.Finally, the study outlined some limitations that opened the avenues for future research.

Nigerian government had been spending an enormous amount of money for the entrepreneurial and small business development programs in order to develop a vibrant SME sector.Nevertheless, most of these programs lasted with poor results generally. This led to the implementation of national policy on micro, small and medium enterprises, which identifies lack of application of knowledge and entrepreneurial attitude by SMEs as the principal reasons for their nonperformance tradition.Although, this policy brings about unprecedented improvements in the sector, still it is contributing less compared to other developing countries.This is because, in the present rapid changing environment, the strategy of accumulating such intangible resources is not enough to determine significant performance. Consequently, this paper draws upon the resource-based, knowledge-based, and dynamic capabilities perspectives to initiate a move toward the development of an integrative model of SME performance in the Nigerian turbulent environment.