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2013
Alarape, A.  2013.  Entrepreneurial orientation and the growth performance of small andmedium enterprises in Southwestern Nigeria, 2013/11/01. 26:553-577. Abstract

The paper examined the nature and strength of the relationship between entrepreneurial orientation (EO) and its dimensional variables – innovativeness, risk-taking, and proactiveness – and their effects on the growth performance of small and medium enterprises (SMEs) in Southwestern Nigeria.The data for the study were collected from primary and secondary sources. The data generated were analysed using descriptive and inferential statistics. Principal component analysis was employed in identifying important factors that contributed to EO. Furthermore, parametric and non-parametric relational statistics and linear regressions were adopted in explaining the relationship and their effect on the performance of SMEs.
The study showed that the growth performance of the SMEs in Southwestern Nigeria is generally poor and the EO is positively related to performance. The relationship between EO and growth performance of a firm is not unidirectional but dynamic.

Alarape, AA.  2013.  Entrepreneurial orientation and the growth performance of small andmedium enterprises in Southwestern Nigeria. Journal of Small Business & Entrepreneurship. 26:553–577., Number 6: Taylor & Francis Abstract
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2007
Alarape, A.  2007.  Entrepreneurship programs, operational efficiency and growth of small businesses, 2007/08/21. 1:222-239. Abstract

Purpose This paper aims to examine the impact of owners/managers of small businesses participating in entrepreneurship programs on operational efficiency and growth of small businesses. Design/methodology/approach It is a cross–sectional study analysis of the impact of exposure of owner–managers of small businesses on their performance (i.e. operational efficiency and growth rate) in a non–contrived environment. The data were collected from primary and secondary sources. Both descriptive and inferential statistics were employed for the analysis and the degree of error is α=0.05. Findings Small businesses, whose owner–managers who have the experience of participating in entrepreneurship programs, exhibited superior managerial practice; hence, a higher gross–margin and rate of growth than small businesses whose owner–managers did not have such experiential learning. Research limitations/implications The members of the National Association of Small Scale Industrialists, Lagos Chapter served as the population for the study. The membership strength was 224 and all were contacted; however, only 62 members responded. Considering the fact that this is 62 firms not just 62 individuals, it looks reasonably large. A possible area for future research is the comparative study of the impacts of the frequency of participation and variants of entrepreneurship programs on performance of small businesses. Practical implications There is a need to improve the managerial practice of small businesses through exposure of owners/managers to entrepreneurship programs in order to enhance their performance and their transition to medium and large businesses. Originality/value The paper developed an experiential learning–performance framework to examine the impact of entrepreneurship programs on performance of small businesses and linked higher operational efficiency and growth rate to better managerial practice, a fall–out of experiential learning from exposure to entrepreneurship programs.

Alarape, AA.  2007.  Entrepreneurship programs, operational efficiency and growth of small businesses. Journal of enterprising communities: People and Places in the global economy. : Emerald Group Publishing Limited Abstract
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