Strategic Alliance and Performance of Textile Industry: Empirical Evidence from Kano, Nigeria

International Journal of Research and Scientific Innovation (IJRSI) | Volume VI, Issue V, May 2019 | ISSN 2321–2705

Strategic Alliance and Performance of Textile Industry: Empirical Evidence from Kano, Nigeria

Abubakar Sambo Junaidu¹, Gado Bature², Nasiru Liman Zuru³

^1&3Department of Business Administration, Faculty of Management Sciences, UsmanuDanfodiyo University, Sokoto, Nigeria.
²Centre for Entrepreneurship Development, UsmanuDanfodiyo University, Sokoto, Nigeria.

Abstract: – Even though the strategic management literature acknowledges the influence of strategic management practices on the organisational performance, the review of literature reveals that theoretical and empirical contributions of strategic alliance to the textile industry remained limited, particularly in Nigeria context. Given the limited research as well as information in this field of study, this study attempts to examine textile industry in Nigeria from the strategic alliance perspectives. More specifically, this study investigates the influence of strategic alliance on financial and nonfinancial performance of textile industry in Nigeria. The study was based on a sample survey consisting of 328 respondents at strategic management position from textile industry in Kano, Nigeria. The data for the study was collected by using structural questionnaire. Based on the analyses of the data using Statistical Package for Social Science (SPSS) and Partial Least Squares Structural Equation Modeling (PLS-SEM), the results of the study indicates significant positive relationships between strategic alliance and the financial and non-financial performance of textile industry. The result shows that the strategic allegiance is not only influence the financial performance of textile industry but also non-financial performance as well. The implication is that, managers that focus on the practice of strategic alliance in their textile industry will not only able to increase their financial performance but non-financial performance as well.

Keywords: Textile Industry, Strategic Alliance, Performance, Kano-Nigeria.

I. INTRODUCTION

The interest and adoption of strategic management practices among organisation has witnessed growth over the years. Since it was first introduced, the concept of strategic alliance has gain acceptance not only as an important component of strategic management process, but also as good business practice among business organisations. The emphasis on strategic alliance resulted from evidence that suggests its adoption can help failing organisations to not only revive but sustain their success as well.

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