CHAPTER ONE

1.1. Background of the Study

The survival of micro and small firms remains a phenomenon of interest to researchers because

of the significance of these enterprises to the economic world order.

Micro and small enterprises account for almost 90% of businesses worldwide (Gherghina et al.,

2020; Zafar & Mustafa, 2017). The significance of micro and small enterprises is pronounced in

less developed economies (World Bank, 2017a). Micro and small businesses are drivers of

economic growth, industrialization, poverty alleviation, wealth redistribution, and job creation

(Ayandibu & Houghton, 2017; National Bureau of Statistics [NBS], 2019a). Despite the

importance of microenterprises (MEs), their operations remain largely under-researched

(Gherhes et al., 2020) as MEs are usually lumped under small businesses. Grabowski and

Stawasz (2017) and Welsh and White (1981) asserted that MEs are not tiny small businesses.

MEs are unique and deserve separate studies.

MEs and small businesses play significant roles in the development of national

and global economies. MEs create jobs, facilitate the redistribution of economic wealth,

1
close the income gap, and alleviate poverty (Ayandibu & Houghton, 2017; Mamun,

Ibrahim, et al., 2018). MEs are the largest employers of labor in Nigeria (NBS, 2019b). MEs

contribute about half of the gross domestic products (GDP) of Nigeria. Even though MEs

account for 99.8% of small-and medium sized enterprises (SMEs), MEs are subsumed within the

classification of SMEs (Oluyombo & Oluwaseyi, 2017). The performance of MEs, especially

those in developing countries, remains under-researched (Gherhes et al., 2020). Because the

strategic imperatives in MEs are different from those of large firms, the strategic tools and

processes designed for large firms are not helpful for MEs (Gopaull & Rampersad, 2020;

Grabowski & Stawasz, 2017). Most MEs in Nigeria do not survive up to 5 years of operations

(see McKenzie, 2017).Typically, microenterprises (MEs) do not expand enough to create job

opportunities beyond the owner-manager themselves, as indicated by the National Bureau of

Statistics (NBS, 2019b). Although the environment in Nigeria has been described as fragile,

hostile, and turbulent, there are still some microenterprises (MEs) that manage to thrive despite

facing numerous limitations and challenges (Okeke and Nwankpa (2018), Onwe et al., (2020),

and the World Bank (2017b). The primary goal of the present study was to address the existing

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knowledge gap regarding the survival strategies employed by owner-managers of

microenterprises (MEs) that operate in turbulent environments

Business sustainability is gaining considerable attention in the aftermath of the 2007–2009

global crisis as a means to ensure the long-term sustainability of public companies and their

accountability to a variety of stakeholders. Global investors demand, regulators require, and

public companies disclose their economic, governance, social, ethical, and environmental

(EGSEE) sustainability performance (Brockett and Rezaee, 2012, Rezaee, 2015).1 The goal of

firm value creation can be achieved when management considers the interests of all stakeholders

and integrates all five EGSEE dimensions of sustainability performance into corporate culture,

managerial strategies, business model, actions and reporting. Business sustainability has evolved

from a focus on promoting environmental, social and governance (ESG) performance to

initiatives that can derive revenue growth and high quality financial performance. International

businesses and global investors utilize sustainability performance information and look beyond a

company's financials in making business and investment decisions (Rogers, 2015), and three

quarters of investment professionals use sustainability performance information when making

investment decisions (CFA Institute, 2015).

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 survival funds this scheme is a conditional grant to support vulnerable micro and small

enterprises in meeting their payroll obligations and safeguard Jobs in the MSMEs sector. The

scheme is estimated to save not less than 103 million jobs across the country and specifically

impact on over 35,000 individuals per state.

1.2. Problem Statement

The general business problem was that most MEs in Nigeria lack survival funds or strategies,

have stunted growth, and fail within the first 5years of operations.

The specific business problem was that the owner-managers of MEs in Nigeria often lack the

strategies to sustain their businesses beyond the first 5 years ofoperation. below are some of the

specific problem:

*Poor management: Poor management is when a company’s bad management is resulting

negative impacts, such as low company morale, reduced employee productivity, decrease in

profits, and so on, to its overall operations and its ability to continue.The failure or success of

any SMEs depends on the manager, therefore we need good management skills to move our

SMEs to the higher level.

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*Lack of financial support: a situation where one market segment (customers, small businesses,

traders, etc) lack adequate access to capital at reasonable rates in order to either finance their

core business activities or expand their business – represents a real hindrance or problem to

market growth or SMEs growth.

*Corruption: is a form of dishonesty or a criminal offense which is undertaken by a person or an

organization which is entrusted in a position of authority, in order to acquire illicit benefits or

abuse power for one's personal gain.e.g squandering of the public money which is giving for

society or community by a single individual.

It is therefore in light of the above that this study seeks to examine the impact of the Survival

Fund Scheme on business sustainability in Taraba State with particular reference to Jalingo

metropolitan

1.3 Objectives of the Study

The general objective seeks to examine the impact of the Survival Fund on business

sustainability of micro business in Taraba State with particular reference to Jalingo metropolitan.

The specific objectives are:

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1. to examine the extent at which management skills affected the operation of Micro and Small

enterprises in Jalingo metropolitan,

2. to examine the impact of ownership in Jalingo metropolitan benefited from the Survival Fund

Scheme,

3. to find out the extent at which personality effect the Survival Fund Scheme in Taraba State.

1.4 Research question

1.to what extent does management skills affected the operation of Micro and Small enterprises

in Jalingo metropolitan?

2 to what extent does ownership effect the Survival Fund Scheme in Taraba State?

3.To what extent have personality in Jalingo metropolitan benefited from the Survival Fund

Scheme?

1.5. Hypothensis of the study

1. management skills has no significant effect on business sustainability of micro business in

Taraba State .

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2. ownership has no significant effect on business sustainability of micro business in Taraba

State.

3. personality has no significant effect on business sustainability of micro business in Taraba

State.

1.6. scope of the study

This study was limited to the subject of “impact of the Survival Fund on business sustainability

in Taraba State”. The study will particularly focused on business in Jalingo metropolitan. The

time frame for this study is to be completed within an academic session.

1.7. limitation of the study

In the course of conducting this research work, the researcher encounters some hindrance or

challenges that stood as limitations to the study.

*Human Factors: In this limitation of the study is that many of the respondent were reluctantly

or discourage to fill the questionnaire and the Researcher must have to take time to explain to

7
them why they should fill it, some gave no certain or definite response.*The researcher engaged

in this research simultaneously with other academic work, and this consequently cut down on the

time devoted to this research.

*Due to insufficient funds the proficiency of the researcher was hampered in the search for

relevant materials, literature or information and in the process of data collection. The researcher

overcame this by relying on materials and articles that have already been written and at the same

time by trying to work within the budget. Materials needed such as typing services, binding,

paper, editing, and writing material were also costly.

1.8. Significance of the study

MEs are crucial to the socioeconomic life of their community. The current study

might be of value to practice and academics. The study contributed to the literature on

entrepreneurship and microenterprises in harsh socioeconomic environments. The

outcome of the current study might provide insights into the survival funds or strategies of MEs

in Nigeria and at the Balance of payment (bop).

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 This research project would be of enormous help to policy makers to ascertain whether the

survival fund scheme helped in business sustainability so that same strategy can be used in future

occasion. This study will also improve the body of existing literature and also serve as a policy

document. It is hoped also that the findings of this study would reveal the extent to which

Survival fund scheme helped in business sustainability. It would reveal areas of weaknesses and

strengths and where changes could be effected in the future. It is hoped that the study would

reveal new challenges in the area of the role of government grant programs on business.

1.9. Operational Definition of Terms

Management skills: Managerial skills can be defined as certain abilities that a

manager/executive should possess in order to fulfill specific tasks in an organization. In short,

management skills are competencies that help managers better lead, motivate, organize,

schedule, plan, budget, and problem-solve.

Ownership: is the state, act, or right of owning something, i.e., possessing something. The term

may also refer to an organization or group of owners. It is the exclusive and ultimate legal right

9
to a lawful claim or title. If you have ownership, you can possess, enjoy, sell, give away,

bequeath, destroy, or sell an item of property.

personality: a characteristic way of thinking, feeling, and behaving. Personality embraces

moods, attitudes, and opinions and is most clearly expressed in interactions with other people. It

includes behavioral characteristics, both inherent and acquired, that distinguish one person from

another and that can be observed in people’s relations to the environment and to the social

group.

Strategy: Strategy is a plan of action designed to achieve a particular goal. The word strategy

has military connotation because it is derived from the Greek word for general. Strategy is

district from tactics. In military, tactics is concerned with the conduct of an engagements are

linked.

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CHARPTER TWO

REVIEW OF RELATED LITERATURE

2.0. Introduction.

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Literature review is the systematic identification, analysis and evaluation of documents

containing information relevant to the research problem. It also entails analysis of casual

observation related to planned research. In this chapter, the meaning of the research title, which

is "impact of survival funds on business sustainability of micro business in Taraba State" is given

from different references. They key issues of the research topic are highlighted including past

studies, which are also revised. The critical review and the use gap to be filled is also identified.

2.1. conceptual review

2.1.1 survival funds: The concept of survival funds revolves around the provision of financial

support to small and medium-sized enterprises (SMEs) to help them weather economic

challenges and ensure their sustainability. These funds are specifically aimed at assisting

businesses that have been adversely affected by various factors such as economic downturns,

natural disasters, or unforeseen circumstances. The main objective is to provide immediate relief

that enables these businesses to continue their operations, retain employees, and ultimately

contribute to economic growth.

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The survival funds program recognizes the vital role that SMEs play in the economy, particularly

in developing countries like Nigeria, where they contribute significantly to the overall gross

domestic product (GDP). In Nigeria specifically, SMEs account for approximately 99.8% of all

businesses, highlighting their immense importance. However, despite their significant

contribution, many SMEs face numerous challenges that hinder their growth and sustainability.

The survival funds program aims to address these challenges by providing financial assistance

tailored to SMEs. It typically involves the allocation of a specific fund, often financed by the

government or other financial institutions, to be distributed among eligible businesses. The funds

can be used for various purposes, including covering operational expenses, paying salaries,

funding marketing initiatives, procuring essential equipment, or even accessing training and

development programs. The ultimate goal is to ensure that SMEs have the necessary resources to

withstand economic shocks, adapt to changing market conditions, and continue their operations.

One of the key aspects of survival funds is the speed at which the financial aid is provided. This

is crucial as SMEs often face immediate cash flow challenges and cannot afford to wait for

lengthy bureaucratic processes. Therefore, the fund distribution process is designed to be

13
streamlined, ensuring that businesses receive the necessary support within a short time frame.

This immediate injection of capital not only helps businesses survive temporary setbacks but also

enables them to stabilize their operations and plan for the future.

Another important feature of survival funds is the inclusivity factor. These funds are generally

accessible to a broad range of SMEs, encompassing various sectors and industries. This

inclusivity recognizes that different businesses face unique challenges and that financial support

should be available to all eligible enterprises, regardless of their size or industry. By

encompassing a wide range of businesses, the survival funds program aims to foster an equitable

and inclusive environment, allowing SMEs from all sectors to benefit from the financial

assistance they need to sustain and grow.

In conclusion, survival funds provide a lifeline to small and medium-sized enterprises, offering

the financial support necessary for their sustenance and resilience. By quickly injecting capital

into struggling businesses and ensuring inclusivity, these funds play a pivotal role in enhancing

the economic stability, growth, and overall sustainability of SMEs.

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2.1.2.Survival Fund and Sustainability of Businesses in Nigeria: In keeping to its promise to

support businesses overcome challenges posed by the COVID-19 pandemic, the Federal

Government implemented an MSMEs Initiative namely; the MSMEs Survival Fund with the

Payroll support track as the first scheme to rollout (50 Billion Naira) The MSMEs Survival Fund

is implemented by the Buhari Administration to help cushion the impact of the COVID-19

pandemic with a view to boosting the economy by saving existing Jobs and creating new job

opportunities (Nigeria Economic Sustainability Plan, 2020).The scheme is a conditional grant to

support vulnerable micro and small enterprises in meeting their payroll obligations and safeguard

Jobs in the MSMEs sector. The scheme is estimated to save not less than 103 million jobs across

the country and specifically impact on over 35,000 individuals per state. The scheme targets two

categories of beneficiaries namely: employees of MSMEs and Self-employed individuals, both

schemes have made provision for a 45% female business participation and special needs

participation of 5%.

2.1.3. The Concept of Business Sustainability: The World Council for Economic Development

(WCED) defines sustainability as development that “meets the needs of the present without

compromising the ability of future generations to meet their own needs.” Sustainability,

15
therefore, is an approach to creating true and real value to the systems and resources upon which

that value depends on. Taking this further, Business Sustainability can be said to be a process of

analysis and decision making across business functions, obtained through a committed and clear

understanding of transitions that may occur in the present or the future. But the sustainability is

not easy to achieve. Nidumolu, Pralahad and Rangaswami (2009) and Willard (2012) suggest

that the sustainability may become an integral part of the business strategy and operations only if

the company overpasses the different challenges at each stage of the process for sustainability

and develop new capabilities to tackle these challenges. Nidumolu, Pralahad and Rangaswami

(2009) proposed five stages process of sustainability which are compliance, sustainable value

chain, design of sustainable goods and services, development of new business model and

creation of next-practice platforms. Essentially, business sustainability is about ensuring that the

business doesn’t run out of the resources (whether human or material) it needs in order to

thrive. This also means that it doesn’t just take a short term view of profit, but instead, operates

in such a way that it is profitable now (even though it may not be maximizing its profits) and it

will be profitable in the future because it is using its resources well, has hedged its risks and can

take any shocks that may occur. Sustainability has been defined by Jodha (1990) quoted by

16
Grace, Evbuomwan et al, (1990) as the ability of a system to maintain a well-defined level of

performance over time and if required, to enhance output without damaging the essential

ecological integrity of the system. In the opinion of Glenn, Wiser and Daniel, Magraw (2005),

the concept of sustainability means that development efforts, including those aimed at protecting

the health and the environment, should be undertaken in a manner that will not frustrate the

ability of future generations to meet their needs.

2.1.4 Strategies for better sustainability of Businesses: Many scholars have emphasized the

need for sustainable management in SMEs. Feniser et al. (2017) brought up the idea of using

eco-innovative levels. The importance of innovation and innovation management would make

SMEs sustainable by meeting the needs of their clients on time. Sustainability is a direction also

useful in innovation where economic, social, and environmental responsibilities are integrated in

the management of innovation. Firms need to understand what sustainability means to their

businesses to enable them to apply it successfully (Feniser et al., 2017). There are two things

sustainability in business addresses, namely the effect that the business has on the environment

and the effect that the business has on society. The role of a sustainable business strategy is to

have a positive impact on both. When companies fail to focus on sustainability, some form of

17
harm will result such as environmental degradation, social injustice, and inequality (Feniser et

al., 2017). Engert, Rauter, and Baumgartner (2016) addressed the integration of corporate

sustainability into the strategic management of various firms in the industry, the need for the

firms to ensure that there is a strategic approach as part of the business strategy and process.

Baumgartner and Rauter (2017) defined sustainable development as an economic,

environmental, and social development to meet present needs but not pose a threat to future

generations. Therefore, sustainability takes care of both the present and the future to safeguard

resources, meeting both present and future needs. Roome and Louche (2016) noted an

organization can create new business models that ensure sustainability in the workplace. For

these models to be successful, the businesses should be sustainable to the extent that they are

beneficial to both business owners and society in general. Unsustainable business models could

be discouraged in favor of sustainable ones. The firm must transform the whole business logic to

achieve sustainability. A business model for sustainability (BMS) will create value for the

natural environment as well as various stakeholders. Understanding the BMS can address the

broad perspective of sustainability in addition to incorporating the natural environment as an

important element (Abdelkafi & Tauscher, 2016). The formation of sustainable business models

18
is important in the various sustainable tasks they carry out in the organization to ensure genuine

sustainability. The leader of a business organization is tasked with setting the direction of the

operation of a successful business model and influencing the strategies and policies of the

organization (Ahmed & Abdullahi, 2017). The leader also manages the change process to avoid

resistance to change for a sustainable organization (Hussain et al., 2018). The sustainability of an

organization largely depends on the organization’s leader, a leader with the mindset to achieve

sustainable development goals (SDGs).Scheyvens, Banks, and Hughes (2016) suggested that to

ensure the sustainability of a business, the business needs to consider SDGs to improve the lives

of the people in society. Small and medium enterprise owners should, therefore, come up with

effective business models that will ensure success in whatever they do as a way of focusing on

sustainability since it is clear such models put in place by business leaders can be sustainable in

the long run. Sustainability exists both for the needs of the present generation and the needs of

the generations to come by ensuring that the environment is well protected for the benefit of

society in general. It is also important to align the goals of the company with SDGs to ensure the

given business is beneficial to society (Abdelkafi & Tauscher, 2016; Scheyvens et al., 2016).

Danciu (2013) identified the following as strategies for business sustainability:

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i. Sustainability management: it has a decisive role for the success of the company and it

should include all departments and operations. Becoming a sustainable company needs

leadership, commitment, stakeholders and employee’s engagement and disciplined mechanisms

for execution with business management supervising and coordinating all. The risk management

is needed for evaluate and fight against the sustainability risks that may occur. The sustainability

risks include existing and emerging environmental, social and governance risks. These risks may

arise when the corporate behavior or the actions of others in a company operating environment

such as suppliers, media, government create vulnerabilities that may result in financial,

operational and reputation loses in value (Sustainability Through Risk Management, Asherleaf

Consulting, May 2011). The environmental risks include carbon emissions due to climate

change, drought and flood, constrained resources and their diversity or biodiversity and

pollution. As a result of the diversity and the displacement of the population, the lack to access to

people healthy safety and cultural changes, lack of availability of resources or lack of access to

them cold occur the social risks. The governance risks could have as sources the corporate policy

if not comply, compensation and bribery, multiple tax system lack of compliance to regulations

and so on. The risk management has a very difficult task but if it works successfully the benefits

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are multiple and significant. It also could enhance the decision making capacity, agility and

adaptability of the company, supply a wealth of insight, knowledge and intelligence on emerging

and current issues and opportunities, manage the stakeholders’ expectations with greater

certainty, and provide a framework and principles for innovation (Sustainability through Risk

Management, Asherleaf Consulting, May 2011).

ii. Sustainable innovation: The sustainable development and the creation of value ask the

company for innovating not only in technical area but also in environmental, social and

organizational fields. The sustainable innovations are critically dependent of qualified workforce,

management systems result and stakeholders oriented, dialog between stakeholders along the

value chain, interactions between the actors of economy, state and civil society, changes in

business development and jobs creation (Lemken, Helfert, Kuhndt, Lange, Merten, 2010). The

sustainable innovation has three component parts which are the targets, the mechanisms and the

impacts. The targets refer to the main areas which are environment, products, marketing

methods, organizations, businesses included, and institutions. The environment, the products and

the processes is about technologic advance, while marketing, organizations and institutions

sustainable innovation belongs to non-technologic changes. The targets refer to the main areas

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which are environment, products, marketing methods, organizations, businesses included, and

institutions. The environment, the products and the processes is about technologic advance,

while marketing, organizations and institutions sustainable innovation belongs to non-

technologic changes. The mechanisms of sustainable innovations are about the way of operating

the changes in the target-fields. These ways can lead to modify the existing practices, redesign

them, replace them by others or create new ones (Danciu 2013). These impacts show the effects

of sustainable innovation on environment, market and society. The improvements of the

sustainability depend also on the ethic of the company. It should pull the demand of ethically

made products.

iii. Eco-efficiency. The World Business Council on Sustainability Development (WBCSD)

defines the Eco efficiency as “being achieved by the delivery of competitively produced goods

and services that satisfy human needs and bring quality of life while progressively reducing the

ecological impact and resource intensity throughout the life cycle, to a level at least in line with

the Earth’s estimated carrying capacity” Each company which tries to gain the sustainability

should design and use sustainable business practices based on a new way of thinking about

meeting the customer needs. One major technique for eco-efficiency is increasing the resource

22
productivity. This issue came forward as the extension of the producer’s responsibility beyond

the sale of the product had profound changes on how the companies provide goods and services

(Danciu 2013). They became much more interested in the design of their products, because once

the useful life of the goods is over these goods come back the producer. This encourages designs

that are more durable, allowing the products to be easily dissembled and, once dissembled, to be

reused or composted.

iv. Sustainable competitive advantage: A sustainable competitive advantage is that competitive

advantage which could be maintained on a long-term period, in opposition with one competitive

advantage which results from short-term strategies and operations. The sustainable competitive

advantage can leverage the sustainability to increase all business value if it becomes an

integrated part of the global sustainable strategy of the business (Danciu 2013). A study

performed by Deloitte (2010) suggests improvements in four areas for increasing the ability of

the company to achieve the competitive advantage through sustainability. The first area is putting

in line the sustainability strategy with the strategy of the company. Setting specific goals with set

timelines, associated metrics and leadership accountability is an effective way of driving the

alignment between sustainability and company strategy. Once set, these goals may be pursued by

23
allocating economic resources; hiring key skill sets, creating new collaborations, and helping the

sustainability teams navigate internal organizational boundaries. Integrating the sustainability

into operations and processes across the value chain is another source of sustainable competitive

advantage. The company could build an operational model that takes into account the potential

costs and benefits associated to sustainability in four areas: supply chain, demand chain,

emerging technology and new regulatory requirements. Finally, setting up a governance structure

that is supported by the right infrastructure can enhance the value of the company and derive

sustainable competitive advantage. As the company progress to higher level of maturity in its

approach on sustainability and creates substantial competitive advantages, its favorable impact

becomes more marked compared to its rivals (Kern, 2011).

2.1.5 Business Environment: The success of every business depends on adapting itself to the

environment within which it functions. Hence, the term business environment represents all

forces, factors and institutions that are beyond the control of the business and affect the

functioning of a business enterprise. These include customers, competitors, suppliers,

government, and the social, political, legal and technological factors (Obasan 2014). To Carrasco

(2007) in Babalola and Abel (2013) environment has been seen as the totality of the factors that

24
affect, influence, or determine the operations or performance of a business and this was

interpreted by Azhar (2008) that environment determines what is possible for the organization to

achieve. In a nutshell, environment is the combination of many factors both tangible and non-

tangible elements that provides lifeblood support for the organizational success through

provision of market for its products and services and also by serving as a source of resources to

others. Therefore, the environment of a business is the aggregation of the pattern of all the

external and internal conditions and influences that affect the existence, growth and development

of the business. Oluremi and Gbenga (2011) in Babalola and Abel(2013) asserted that business

organization that wants to succeed must develop a clear understanding of the trends of business

environment and forces that shape competition. The understanding in question will enable the

organization to choose the appropriate strategy or strategies that fit the trends in the business

environment arrived at through environmental scanning analysis with focus on the variables such

as strengths, weaknesses, opportunities and threat (SWOT). The views of Adeoye (2012) was in

support as he opined that the dynamic and rapidly changing environment in which most business

organizations compete is important that organizations maintain their performance measurement

system through adoption of appropriate strategies that would provide information found to be

25
relevant to the issues that are of paramount importance. However, Ibidun and Ogundele (2013)

was of the opinion that understanding the nature of business environment which can be classified

into three namely dynamic (continuous changes), stable (relative changes) and unstable (frequent

changes) would further help in repositioning the 73rganization through appropriate strategies

while Ogundele (2005) added that the perception of the organizations about the nature of the

business environment to a large extent depends on their size and industry in which it operates.

Bastedo (2004) asserted that the external environment has an influence on the manner in which

business organization performs and that the nature of the influence is depending on how its

impact is managed. According to Adebayo et al. (2005) business environment can be broadly

categorized into internal and external environment with the former comprising variables or

factors within the control and manipulation of the firm to attain set objective while the latter

encompasses factors that are outside the control and manipulation of the firm. Hence, firm must

develop a plan that will help it to cope with the various environmental forces (Oluremi and

Gbenga, 2011). Business environment of an enterprise consists of the internal and external

environmental factors affecting the performance of business enterprises. The environmental

factors according to Alkali and Isa (2012) consist of all the factors or variables, both inside and

26
outside the business. In order for small businesses to accomplish their objectives and goals, they

have to brace both their internal and external environment. The external environment of an

enterprise was first acknowledged by open systems theorists who observed that an organization

operate not in self-contained isolated units but in continuous and inevitable interaction with the

large system within which they operate (Pearce & Robinson, 2011). Business environment as

defined by Obiwuru, Oluwalaiye, and Okwu (2011) comprises the totality of the external and

internal situations that affect the survival and growth of an enterprise. In accordance with

Onwukwe and Ifeanacho (2011), the business environment factors which includes; firm’s

improvements in competition and owners, market, technology, clients and suppliers, laws and

government policy, social and economic trends. Also, business environment can be defined as

comprising such factors as economic, infrastructure, social, cultural, political, socio-cultural

organizations, international organizations and technological environments (Blurtit, 2013; Yusuf,

2014).According to Adebayo et al. (2005) business environment can be broadly categorized into

internal and external environment with the former comprising variables or factors within the

control and manipulation of the firm to attain set objective while the latter encompasses factors

27
that are outside the control and manipulation of the firm. Hence, firm must develop a plan that

will help it to cope with the various environmental forces (Oluremi and Gbenga, 2011).

2.1.6 The Concept of Endemic and Pandemic: To avoid confusion due to the similarities that

exist between the concept of endemic, pandemic and epidemic, there is a need to review their

meanings for a clear understanding. Dianjun (2019) sees endemic as a generic term for the

disease with regional features which is closely related to natural environment, human life and

production. It can occur in any country but are mainly distributed in under-developed countries

and regions where there are no centralized administrative organization for its prevention and

control. Unlike Dianjun (2019), John (2001) sees endemic as constant presence of a particular

disease or infectious agent within a geographic area or population. Philip (2010) considered

endemic disease as one confined to a certain region. In other words, it is associated with and

frequently occurs within certain region. These all means that endemic diseases are region

restricted or population restricted but can occur in any country, either developed or under-

developed. To endemic diseases comes with low death rate but high sick rate, a large proportion

of the community more or less incapacitated for mental and physical work day after day

gradually slowing down business and production to a point where economic progress is halted.

28
Christian (2016) considers epidemic to be an unexpected widespread rise in disease incidence at

a given time. According to Hays (2005), epidemic break upon community often with little

warnings, strike terror into the community, demoralize businesses, reaps the harvests of victims,

leaving physicians, nurses and the general public exhausted as well as dumb founded by what

just happened. To him, epidemic disease range for a while upon particular group or restricted

population and disappears. According to Hays (2005), pandemic is simply an epidemic on a very

wide geographical scale, a large area of the world. However, no quantitative measure exists to

establish that an epidemic becomes pandemic. Christian (2016) also agrees with the views of

Hays (2005); he however noted that pandemic cannot occur without a dense or mobile

population.

2.1.7 Effects of Covid-19 Pandemic on Business Sustainability in Nigeria: There is a popular

saying that “health is wealth”. In the same vein, David and David (2006) asserted that the

Gross Domestic Product per capital affects and also ignores the potentials for duplicating the

longer term but very significant changes in education, productivity, export and import, exchange

rates, price of oil per barrel, fertility rate, consumption and savings rates that may have resulted

from the influenza epidemic. He further stressed that a country’s wealth (and/or health) can

29
often be enhanced by traditional measures such as opening up to trade, promoting exports,

restructuring inefficient state-owned enterprises, improving infrastructure, unemployment,

inflation, decrease in labor forces, investment in health, and investing in education. In no time,

outbreaks have caused economic stagnation to the Nigeria economy. According to the

International Labor Organization (ILO), they revealed that global unemployment rate has

reduced by 25 million since the beginning of the COVID-19 outbreak in November,

2019.Outbreak disease in Nigeria accounts for a complex effect. This shows that epidemic and

pandemic can affect the economic prosperity of any nation especially in a developing nation like

Nigeria, of which several diseases in recent years has accounted for clear negative economic

effects. Following from the HIV/AIDS pandemic, it was then recorded to have significantly

affected per capita GDP which in turn has effects on household and their standard of living

(Bloom et al, 2004) in David and David (2006). The effect of this pandemic (HIV/AIDS), has

reduced the savings and then brought about a drastic increase in the consumption of individuals.

According to them, the long-term costs of HIV/AIDS, and in particular has a vast scale on which

the social and economic effects is likely to be felt due to decrease in the investment on human

capital (Bell et al, 2003). According to the World Economic Forum (2004), it was asserted that

30
AIDS also affected businesses of about 8,719 firms from a global survey conducted by the World

Economic Forum. Developing nations revealed a rise by 35 percent and in Sub-Saharan Africa

by 45 percent. However, as the novel pandemic (COVID-19) is affecting the economies of many

nations globally. It also has an unhidden effect of the price of crude oil, education, health,

tourism, and other facets or sectors that makes the economy; it has also posed an unavoidable

effect on citizens.

2.1.8. management skills" means in a professional context. Essentially, management skills are

the abilities and qualities that allow someone to effectively manage a team or organization.

These skills can be broken down into several categories, such as communication, decision-

making, and problem-solving.

- communication skills. This includes the ability to listen, communicate effectively, and build

relationships with team members. It's important for managers to be able to communicate clearly

and understand the needs of their team.

31
- decision-making skills. This includes the ability to analyze information, make decisions, and

take action. Managers need to be able to make decisions quickly and efficiently, while still

considering all the relevant factors.

- problem-solving skills. This type of management skill is about identifying problems, analyzing

them, and finding solutions. Managers need to be able to think creatively, come up with multiple

solutions, and choose the best one for the situation. They also need to be able to implement their

solutions and evaluate their effectiveness

2.1.9.The concept of ownership: refers to the legal or rightful possession and control of a

particular asset, property, or item. It involves having the exclusive rights and responsibilities

associated with the ownership, including the ability to use, transfer, or modify the asset as per

one's desires and interests.

Ownership implies that an individual or entity has the authority and control over the property,

whether it is a physical object, land, intellectual property, or any other form of asset. It typically

32
entails the rights to make decisions about the asset, benefit from its use, and bear the associated

risks and liabilities.

Overall, the concept of ownership is fundamental to the functioning of society and the economy.

It establishes rights, responsibilities, and incentives for individuals, enabling them to exercise

control over assets, pursue their interests, and contribute to economic growth and development.

2.1.10.concept of partnership. In a professional context, a partnership is a relationship between

two or more parties that work together to achieve a common goal. Partnerships can take many

forms, such as joint ventures, strategic alliances, or formal legal partnerships.

2.2 TheoryTheoretical Review

2.2.1Business CycleTheory

Amidst the wealth of theories that abound in the field of business management, the researcher

anchored this research study on the Business Cycle Theory. Business cycle theory opined that

33
the economy is often buffeted by unexpected shocks. Shocks to aggregate demand are typically

unanticipated changes in monetary or fiscal policy. Shocks to aggregate supply are typically

changes in productivity that may result, for example, from transient changes to technology,

prices of raw materials, or the organization of production. Ideally firms will choose to produce

more and pay workers more when the economy is hit by favorable shocks and less when hit by

unfavorable shocks (Alan, 2010). Nigeria over the years has witnessed periods of booms and

recessions. In the 1970s, the economy was expanding due to the large inflow of crude oil

income, and between 1981-1985 (when there was a falling oil revenue), the economy declined,

causing a rapid deterioration in the living standard of Nigerians (Chukwuemeka, 2014). This, in

turn, led to a decline in the performance of the economy as government revenue fell, the standard

of living worsened, debts (both domestic and external) rose followed by a decrease in the GDP.

Recently (2019-2021), many businesses, particularly small and medium enterprises (SMEs) have

been closed down as a result of the Covid-19 pandemic. SMEs are badly hit by the outbreak of

the pandemic due to their vulnerability and limited resources. Measures such as self-isolation or

quarantine, social distancing, ban on social gatherings and closure of markets taken to contain

the spread of the disease have impacted negatively on their operations, sales and profits. Many

34
SMEs have experienced demand and supply chains shocks during this pandemic. Demands for

goods have reduced drastically due to lockdown and restrictions of movement. Additionally, the

supply chains have been badly affected. For example, business organizations in Nigeria import

their goods from China (Ozili, 2020). With the ban on foreign travels during this pandemic, the

supply of such goods and the continuity of such businesses would be negatively affected.

Needless to say, border closures have negative impacts on import and export businesses. From

the foregoing, it is therefore, it is apposite to infer that there is a nexus between the business

cycle theory and this current study because the Covid-19 pandemic is indeed an unexpected

shock that had and is still affecting businesses in Nigeria. Suffice it to say that the shocks caused

by the Covid-19 pandemic aggregated demand and unanticipated changes in monetary or fiscal

policy of the country at large

2.3 Empirical Review

35
Related empirical studies on both macro and micro economic effect of survival funds are still

scant because as I write this research project, the pandemic extant and new cases are still being

recorded across the world with other regions becoming epic centres. A good premise to start the

review therefore is to glean a similar incidence from a historical perspective. The following are

some related empherical review of this particular studies.

nkiruka ifekwem & ogundeinde adedamola(2016)This study investigates the survival strategies

and sustainability of SMEs using selected small businesses in the Oshodi-Isolo Local

Government Area, Lagos State. It examines the type of growth strategies that SMEs adopt,

ascertains what influences their survival strategies as well as the challenges that hinder their

growth. Fifty (50) SMEs were randomly sampled. Their owners and managers were

interviewed using questionnaires. Data collected were analysed using descriptive statistics

and Pearson product–moment correlation coeficient statistics. Our endings reveal that there is a

statistically signifcant relationship between survival strategies and SMEs’ sustainability. The

major implication of the endings is that maintaining small but committed and motivated

employees is critical in guaranteeing the survival of the SMEs in a volatile economy. The study

36
recommends that there be a need for orientation and educational programmes to change the

mindset of business owners to enable them to graduate from sole atomistic proprietor devoid

of modern scientic business practice and effective succession to corporate status with an

apparatus of modern business management practices and corporate vision. Finally, the study

further suggests some imperatives for policy makers concerned with promoting small businesses’

growth and sustainability in the Oshodi-Isolo Local Government Area of Lagos State ..

Mukhamad Najib(2021)This study aimed to investigate the effects of government support for the

business survival of SME restaurants in Indonesia. In this study, we analyzed the impact of

government support on the innovation of SME restaurants as well as the impact of

entrepreneurial self-efficacy on innovation. Furthermore, this study analyzed the impact of

entrepreneurial self-efficacy and innovation on business survival. A total of 120 owners or

managers of SME restaurants participated in this study. The sample was collected based on a

purposive method. To analyze the relationship among latent variables, we implemented

37
structural equation modeling (SEM). The results show that government support has a positive

impact on business survival through marketing and process innovation..

S.A.Adebisi(2019).This study, therefore, examines the survival strategies and sustainability of

small and medium enterprises in a volatile business environment using a quantitative approach.

The data were administered through a questionnaire to 350 respondents from small and medium

enterprises in Lagos State, Nigeria. The questionnaire was analyzed with the use of the Structural

Equation Model. The results reveal that there is a significant and positive relationship between

survival strategies and sustainability of small and medium scale enterprises in Nigeria..

D Cheng(2022).This study considered 520 participants, including shareholders, managers, and

practitioners of small- and medium-sized tourism and hospitality enterprises in Macao. The

questionnaires were distributed through mobile phones and printed paper. The researcher made

the respondents complete the questionnaires either online or off-line and then return them by

using the “questionnaire star” website to publish questionnaires and on-the-spot questionnaires.

All personal information of respondents was strictly kept confidential. To ensure the reliability

38
and accuracy of data analysis, the questionnaire adopts the methods of monitoring the response

time (not less than 100 s) and eliminating the questionnaire with too many same options.

John ackah & Silvester vulvor(2011).This study, investigate the Challenges faced by Small and

Medium Enterprises in Obtaining Credit in

Ghana, was undertaken to highlight the issues facing SMEs in Ghana in their quest to

accessing bank credit (loans) from financial institutions (banks & non banks) to undertake

various activities; be it general business operations or carrying out expansion project all in the

name of fulfilling the objectives as being job creators and helping to reduce poverty. In tackling

this topic, the quantitative approach was adopted. Questionnaires were circulated to 80 SMEs in

the Accra and Tema metropolis selected through a technique of convenience sampling. Based on

the responses received through these questionnaires, the following major findings came to the

fore. There are institutions such as bank and non-bank financial institutions that are willing to

provide funds to SMEs but Ghanaian SMEs are not able to meet the requirements of these

financial institutions. Chief among these requirements is the issue of collateral, which most

39
SMEs cannot provide. Aside this is the other issue of small equity base of these SMEs among

others.

Aziz and Yasin (2010) conducted research to assess how Market Orientation (MO) and External

Environment (EE) will influence performance among SMEs in the Agro-Food Sector in

Malaysia. MO involves customer competitor orientation, inter-functional coordination, and

information while EE include market technology turbulence and competitive intensity are all the

factors that influenced business performance. Questionnaire was issue to the managers of the

selected food and beverage manufacturers' directory, which serves as the sources of data used for

the study, and regression analysis was used to test the hypotheses of the study. On the MO, the

result indicates that customer-competition orientation and information dissemination were

positively related to business performance while interfunctional coordination is not related

significantly to business performance. In the same line, the result of external technology

turbulence and competitive intensity does not moderate the relationship between MO and

business performance.

40
Philip (2011) carried out research in other to investigate the factors affecting Business Success of

Small and Medium Enterprises (SMEs) in Bangladesh. The researcher makes use of product and

services, external environment, management and know-how, resources and finance, a way of

doing business and cooperation, and SMEs characteristics as the factors that affect the business

success of SMEs. Questionnaire was used to collect data, and it was analysed by through SPSS

software that gives relevant analysis in terms of reliability analysis, frequency analysis,

regression analysis, one-way ANOVA and T- test. The result of the study shows that the most

variable that affect business success of SMEs were management know-how, products and

services, the way of doing business, and external environment, and there has significant

relationship with business success of SMEs. But resources and finance and SMEs characteristics

do not have a significant relationship with the business success of SMEs.

Shehu et al. (2013) carried out a study to investigate the Mediating Effect between Some

Determinants of SMEs Performance in Nigeria. The research uses Owner/manager knowledge,

competitive intensity, complexity of marketing, technical competence, firm size, and advisory

services as the factors that influence or affects SMEs performance in Nigeria. The study make

use of structure questionnaire survey that consist a sample of two hundred and seventy-eight

41
manufacturing SMEs operating or functioning in Kano State, Nigeria,and a total of one hundred

and ninety-eight questionnaire were filled correctly and return which represent 71% of the

response rate, and also a Structural Equation Modeling (SEM) was used to test the hypotheses

under study. The result of the study indicates a positive and strong relationship between advisory

services, complexity of marketing decision, owner/ manager knowledge and SMEs performance,

and the result shows that there is no positive relationship between firm size, technical

competence services, and SMEs performance. The study result also shows that advisory services

mediate the relationship between owner- manager knowledge and marketing decision

complexity.

Anga (2014) investigate the Determinants of Small and Medium Size Enterprises (SMEs) in

Nigeria. Survey questionnaire was used to collect data from two hundred and thirty sample of

SMEs under study, and the data collected was analysed by SPSS and also logistic regression

analysis was employed to measure the determinants of SMEs whereby internal and external

factors which involve risk taking, communication/business skills, ability to make decision,

management skills, finance, government policies, corruption, marketing information

communication technology, and infrastructure all influence performance of SMEs. The result

42
shows that risk-taking, communication/business skills, ability to make a decision has no

significant effect on the performance of SMEs. Finance, government policy, market of the

product shows an adverse impact on the performance of SMEs. While corruption, information

communication technology (ICT) shows a positive relationship.

CHAPTER THREE

RESEARCH METHODOLOGY

3.0 Introduction

This chapter examines the strategy that will be employed in carrying out the study. The chapter

focuses on research design, population of the study, sample and sampling procedure,

43
instrumentation, validation of instrument, reliability of instrument, method of data collection and

method of data analysis.

3.1 Research Design

Survey research technique will be used in this study. According to Berger (2000) surveying is a

research method researchers use to get information about certain groups of people who are

representation of some larger group of people of interest to them. Wimmer and Dominick (2000)

further state that surveys are now common place in all areas of life. Decision makers in

businesses, consumer and activist groups use survey results as part of their daily routine. The

reason for choosing the survey design is because the design has the capacity of retrieving large

sum of data within a short period of time.

3.2 area of the study

This study is carried out at Jalingo metropolitan, Taraba State. The study is considering both the

Small and medium business in jalingo to investigate the effects of survival funds on business

sustainability in jalingo metropolitan.

3.3 Population of the Study

44
The population of this study comprised of SMEs owners in Jalingo metropolitan. Emphasis will

be given to owners of small and medium scale enterprises so as to ascertain the impact of the

Survival Fund Programme. It is pertinent to note that, the researcher was unable to get the exact

number of SMEs in Jalingo metropolitan but it was revealed and estimated by SMEDAN

officials, Taraba State Chapter that Jalingo has approximately at least two thousand (2000)

existing SMEs. For the purpose of this study, the researcher will use the figure as the population

size of the study (Human resource unit).

3.4 Sample Size/sampling Technique

The Taro Yamane’s sampling determinism formula will be used in determinism the sample size

of this study. The formula is therefore presented thus:

n= N

1+N (e) 2

When n= sample size

45
N = The study population E = Level of significance or (limit of tolerable error) i.e. 0.05

1 = Unity (a constant)

Therefore, we shall have

n= 2000

_______________

1+2000 X (0.05)2

n= 2000

______________

1+2000 X 0.0025

n= 2000

_______

1+5

n= 2000

46
 ______

n = 353.33

n=353

Therefore, the sample size for this study is 353 SMEs. The researcher adopted purposive

sampling. The rationale behind this decision was based on the fact that purposive sampling

includes subjects selected on the basis of specific characteristics or qualities and eliminates those

who fail to meet these criteria. This will enable the study intentionally concentrate on business

owners in Jalingo metropolitan.

3.5 Method of Data Collection

This study relies on primary and secondary data. The primary data will be obtained from the

field via the use of the questionnaire, while the secondary data will be collected from sources

such as journals, textbooks, seminars papers, online publications and other relevant materials.

The questionnaire will be administered to the respondents face-to-face in their various clusters.

47
3.6 Method of Data Analysis

3.6.1 descriptive and inferential statistics

The method of data analysis is through the use of both descriptive and inferential statistics such

as frequency, tables, and charts and so on. Data were encoded by the researcher with the aid of

Statistical Package for Social Sciences (SPSS) Version 23 for computation.

Seeing that this research uses quantitative approach, tables are used to facilitate data

presentation. Tables are capable of summarizing information that a thousand words may not

present adequately. This research also makes use of simple frequency and percentages in

analyzing the data collected from the field through questioner.

The item questionnaire ranged from Strongly Agree to Strongly Disagree on a live point Liken

scale for positive statements as thus:

Strongly agree. 5

Agree. 4

Undecided. 3

48
Disagree. 2

Strongly disagree 1

The reverse is the case for negative statements.

NOTE

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2013

Department of business administration,

Federal University wukari,

P.M.B1020.

Taraba State,

August, 2023.

Dear Respondent,

56
 I am an undergraduate student of the aforementioned department, undertaking a
research on “Impact of Survival Funds on Business Sustainability of micro businesses in Taraba
State”

You are kindly requested to fill/tick as appropriate items in this questionnaire which will help
me generate data for my research work. Be rest assured that the information provided by you
will be confidentially treated and only use for the purpose of this research work.

Thank you for your anticipated cooperation.

Yours faithfully

Daniel Amos Aboh

Hms/bus/20/121

SECTION A: DEMOGRAPHIC DATA

Please tick appropriate option

1.Sex: (a) Male [ ] (b) Female [ ]Age: (a) 18-30 [ ] (b) 31-40 [ ] (c) 41-50 [ ] (d) 51-60[ ] (e)

61 and above [ ]

57
2.Marital Status: (a) Single [ ] (b) Married [ ] (c) Divorced/Divorcee[ ]

3. Educational Qualification: (a) FSLC [ ] (b) SSCE [ ] (c) Diploma/NCE [ ] (d) BA, BSC or HND

[ ] (e) M.A/M.SC, PhD and others [ ]

4. Occupation: (a) Student[ ] (b) Civil Servant[ ] (c) Politician[ ](d)Business [ ] (e) Farmer [ ]

(f) Jobless [ ]

SECTION B: PERSONALITY DATA

5.What is the nature of your micro businesses in Taraba state?

a)Retail

b)Manufacturing

c)Agriculture

d)Services

e)Other(pleasespecify)

6.HaveyoureceivedanysurvivalfundsforyourmicrobusinessinTarabastate?

a)Yes

b)No

7.Ifyes,howdidyouobtainthesurvivalfunds?

a)Throughgovernmentprograms

b)Throughmicrofinanceinstitutions

58
c)Throughothersources(pleasespecify)

8.Howwouldyouratetheimpactofthesurvivalfundsonyourbusinesssustainabilityin jalingo metropolitan?

a)Verypositive

b)Positive

c)Neutral

d)Negative

e)Verynegative

9.Howhaveyouutilizedthesurvivalfundsinyourmicrobusiness?(Selectallthatapply)

a)Investmentinmarketingandadvertising

b)Purchaseofequipmentormachinery

c)Hiringskilledemployeesortrainingexistingworkforce

d)Renovationorexpansionofbusinesspremises

e)Other(pleasespecify)

10.Haveyounoticedanyimprovementsinyourbusinessperformanceafterreceivingthesurvivalfunds?

a)Yes

b)No

11.Inyouropinion,howhastheavailabilityofsurvivalfundsimpactedthefinancialstabilityofyourmicrobusines
s?

a)Improvedfinancialstability

b)Nosignificantimpact

59
c)Worsenedfinancialstability

12.Howhastheavailabilityofsurvivalfundsaffectedyourabilitytocompeteinthemarket?

a)Improvedcompetitiveness

b)Nosignificantimpact

c)Reducedcompetitiveness

13.Howhasthesurvivalfundsimpactedyourabilitytoretainandattractcustomers?

a)Positivelyinfluencedcustomerretentionandattraction

b)Nosignificantimpact

c)Negativelyimpactedcustomerretentionandattraction

14.Doyoubelievethatsurvivalfundsaloneareenoughtoensurelong-
termbusinesssustainabilityformicrobusinessesinTarabastate?

a)Yes

b)No

c)Unsure

15.Overall,howsatisfiedareyouwiththeimpactofsurvivalfundsonthesustainabilityofyourmicrobusiness?

a)Verysatisfied

b)Satisfied

c)Neutral

d)Dissatisfied

e)Verydissatisfied

60
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