Small and medium enterprises (SMEs) have been considered as one of the engines of economic growth, sustainability, and industrial development of a nation, however, the survival rate of SMEs in Nigeria has been seriously affected by the volatile environment in which they operate. The use of survival strategies has also been one of the major challenges facing the business since most people believe that strategies are only meant for large and multinational companies. 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.

The study is an appraisal of Boko Haram's insurgency on the agricultural sector of the Nigerian business environment. A time series analysis research method was adopted, while descriptive statistics and t-test were used to analyse the secondary data before and during the insurgency. The result of the findings showed that agricultural valued added to the GDP was high before Boko Haram disruption and has reduced during the period of insurgency. Based on the findings, the study recommends that Government should take legal and justifiable action to ensure that the ills caused by Boko Haram to the agricultural sector are arrested and farmers encouraged with better incentives to go back to farm.

This paper appraises reward system as a strategy for increasing employees' productivity. The effects of intrinsic and extrinsic rewards on employees' productivity were measured by collating primary data through the use of multistage, stratified and random sampling techniques to sample respondents in University of Lagos. 400 copies of the questionnaire were administered but only 280 copies were recovered for analyses. Regression analyses findings showed coefficient results of: (R 2 )(0.361; (R 2 )(0.271); (R) 2 (0.180) (for hypotheses 1,2, and 3 respectively) to be significant at 0.05 level. The correlation coefficient of 0.386 for hypothesis 4 tested at 99% confident limit, revealed work input and extra rewards to be positively correlated Keywords: Reward; Strategy; Productivity; Long-service-awards; Allowances. RESUMOEste artigo avalia o Sistema de recompensa como uma estratégia para melhorar a produtividade de colaboradores, com referencia particular na Universidade de Lagos, Nigéria. Os efeitos de recompensas intrínsecas e extrínsecas na produtividade dos colaboradores foram medidos pela coleta de dados primários por meio de técnicas de amostragem multiestágio, estratificada e aleatória sobre os respondentes na Universidade. 400 cópias do questionário foram entregues, mas apenas 280 foram devolvidas para análise. Os resultados da análise de regressão mostraram coeficiente de resultados de (0,180)para as hipóteses 1,2, e 3, respectivamente, para serem significativos no nível de 0,05. O coeficiente de correlação de 0,386 para a hipótese 4, testada com intervalo de confiança de 99%, revelou que a entrada de trabalho e recompensas extras podem ser correlacionadas positivamente. Palavras-chave:Recompensa; Estratégia; Produtividade; Prêmio por tempo de serviço; Subsídios. RESUMENEste artículo evalúa el Sistema de recompensa como una estrategia para mejorar la productividad de empleados, con referencia particular en la Universidad de Lagos, Nigeria. Los efectos de recompensas intrínsecas y extrínsecas en la productividad de los empleados fueron medidos por la colección de datos primarios por medio de técnicas de muestreo de múltiples etapas, estratificado y aleatorio sobre los respondientes en la Universidad. 400 copias del cuestionario fueron entregadas, pero solo 280 fueron devueltas para análisis. Los resultados del análisis de regresión mostraron coeficiente de resultados de (R 2 )(0,361; (R 2 )(0,271); (R) 2 (0,180)para las hipótesis 1,2, e 3, respectivamente, para ser significativos en nivel de 0,05. El coeficiente de correlación de 0,386 para la hipótesis 4, testada con intervalo de confianza de 99%, reveló que la entrada de trabajo y recompensas extras pueden ser correlacionadas positivamente. Palabras-clave:Recompensa; Estrategia; Productividad; Premio por tiempo de servicio; Subvenciones.

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.

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