This paper examined the problems bedeviling the operations of the Nigerian ports before the concession programme of 2006 and how well the concession has improved the performance of the Ports system. Data were collected through secondary methods such as annual reports, as well as interview and media reports.  The content analysis method was adopted in analyzing the data. The findings of the study showed that the concession may for all its worth have been able to earn more income for the government but the Authority has failed to keep its part of the contract agreement especially as it concerns the provision of the enabling environment for port operations; infrastructures were still lacking, dwell time has not substantially reduced and corruption still soared high. The paper submits that the regulators of the maritime system need to do more to ensure that it is not paying lip service to its vision of being the leading port in Africa.

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A major challenge facing telecoms business providers in Nigeria today is the continuous growing competition and customers' expectation of service quality and as such customers are able to choose among multiple service providers based on the level of satisfaction, affordability, and service quality of service providers. Customer demand and competition are forcing firms to cut loose from the traditional customer satisfaction paradigm, to adopt proactive strategies which will assist them to take the lead in the market-place. This study aims at identifying factors that discriminate among subscribers exhibiting willingness to drop their current service provider and those willing to stay. The study also examines the effect of socio-economic and demographic factors associated with the identified discriminants. The major factors identified are high call rate, poor service facilities, off-beam advertisement medium, availability of superior service provider and unattractive service plan.

This study examines the pattern of attributions of managers in business organizations as they relate to strategic decisions on critical success factors including personnel, market leadership and customers' loyalty. A survey of 60 managers was conducted in Lagos, Nigeria and some psychological measures were administered to them. The results show that managers attribute strategic decisions on personnel, market leadership and customers' loyalty to effort, ability and nature of the task. Managers with personality traits of extraversion and conscientiousness show similar pattern of finding. The study concludes that inter causes of attributions principally serve as basis for strategic decision making. The implications of the study are also discussed.

This study evaluated Merger/Acquisition as an intervention strategy in the Nigerian banking sector. The objective was to identify whether this strategy has actually achieved the desired result for which it was purposed, especially, in the popular Nigerian merger of 2005. To this end, the study was carried out using both primary (questionnaire) and secondary (banks financial statements) data. 100 copies of questionnaire were administered on the management members of the sampled banks. From the three hypotheses that were tested; hypothesis 1 result revealed the calculated t-statistics (t = 6.591 P < 0.05) signifying that, Merger/Acquisition had helped to curb the distress that would have occurred in the Nigeria banks during the period it was executed. Hypothesis 2 which measured performances in pre and post-merger showed that, the average capital of banks sampled in pre Merger period was N1433.20 million while post Merger period was N6358.76 million and the difference was statistically significant  at 0.05 level (t = 6.755, P < 0.05). Profit recorded for pre Merger period was N 2192.48 million while post Merger profit was N16839.12 million thereby creating significant differences between pre and post Merger profit which was statistically significant at 0.05 level (t = 5.276, P < 0.05), implying that, banks performance in post Merger was significantly different from the performance before Merger. Hypothesis 3 evaluated whether bad corporate governance was responsible for this merger; the calculated t-statistics was (t = 3.197, P < 0.05) and it was decided that there would not have been need for merger if good corporate governance had been in place. Based on these findings, it was recommended that merger/acquisition should not be hastily implemented; rather, it should be carefully applied when the objective for the intending firms is to achieve synergy; and that, corporate governance should be given priority attention by both the regulatory agencies and shareholders so that erring bank directors can be sanctioned appropriately.