STRATEGIC MANAGEMENT PRACTICES AND SME PERFORMANCE IN BAUCHI STATE

ABSTRACT Small and Medium Enterprises (SMEs) play a central role in economic development by fostering employment and innovation, particularly in developing countries. However, in Bauchi State, Nigeria, many SMEs continue to struggle with growth and sustainability amid volatile economic and institutional conditions. This study examines the relationship between Strategic Management Practices (SMPs) and SME performance in the region. Specifically, it investigates four core dimensions of SMPs: Environmental Analysis, Strategy Formulation, Strategy Implementation, and Control & Evaluation. A quantitative, cross-sectional survey design was employed. Structured questionnaires were administered to 435 SME owners and managers, and 395 valid responses were analyzed using IBM SPSS Version 25. Descriptive statistics and multiple regression analysis were used to explore the nature and strength of the relationships between the variables. Findings revealed that all four dimensions of SMPs were significantly and positively related to SME performance. Environmental Analysis showed the strongest relationship (β = 0.249, p < 0.001), followed by Control & Evaluation (β = 0.220), Strategy Formulation (β = 0.213), and Strategy Implementation (β = 0.165). These results suggest that SMEs that adopt structured strategic practices tend to perform better in terms of revenue growth, efficiency, and adaptability. This study contributes to the strategic management literature by offering empirical insights from a Northern Nigerian context, an area often underrepresented in SME research. It recommends that SME stakeholders including policymakers, development agencies, and business owners strengthen strategic planning capabilities through training, mentorship, and supportive policies. Future studies may explore sector-specific dynamics and incorporate longitudinal or mixed-methods approaches to deepen understanding.