Stakeholders and Performance of SMES in Cameroon: Case Study of Dschang (Cameroon)

Volume 8, Issue 1, February 2024     |     PP. 1-17      |     PDF (1238 K)    |     Pub. Date: April 1, 2024
DOI: 10.54647/management630135    22 Downloads     21464 Views  

Author(s)

DADEM KEMGOU Edouard Guilaire, Department of Banking and Finance of the University Of Bamenda
ONGONO AMOGO Tobie Nicaise, Department of Accounting and Finance of the University of Dschang (Cameroon)
ESSONO BELLA, Eustache, Ph.D in Management Sciences, Catholic University Institute of Bertoua Cameroon
SAA LAPA Adelphe Achile, Catholic University of Central Africa

Abstract
The main objective of this study was to examine the impact of stakeholder on performance of SMEs in Dschang (Cameroon). To achieve this, a descriptive survey research design was used in carrying out this research. The study made use of primary and secondly source of data which was collected through the aid of questionnaires. The questionnaire enables the respondents to indicate the stakeholders of SMEs and how the stakeholders affect the SMEs performance. A sample size of 60 SMEs were selected from Dschang (Cameroon), headquarter of Menoua Division. Descriptive statistic and regression (ordinary least squares) was used as tools of analyses. From the results we found out that: employees and competitors have a positive relationship with SMEs performance. This relationship was not significant as a calculated probability value of 0.413 and 0.086 are greater than 0.050 level of significant respectively. Also, investors and customers has a positive significant relationship with SMEs performance as calculated Probability value of 0.000 and 0.000 is less than 0.050 level of significant respectively. From the results the study suggested that management of small and medium size enterprises in Dschang (Cameroon) should give greater attention to the stakeholders of the business especially investors and customers; local government and state authority should put in place the required institutions and policy that will enable small and medium size enterprises operate successfully.

Keywords
SME, stakeholders, performance, participation

Cite this paper
DADEM KEMGOU Edouard Guilaire, ONGONO AMOGO Tobie Nicaise, ESSONO BELLA, Eustache, SAA LAPA Adelphe Achile, Stakeholders and Performance of SMES in Cameroon: Case Study of Dschang (Cameroon) , SCIREA Journal of Management. Volume 8, Issue 1, February 2024 | PP. 1-17. 10.54647/management630135

References

[ 1 ] Ahmed al asheq, (2019) “Some performance: impact of market, customer and brand orientation” academy of marketing studies journal volume 23, issue 1, 2019.
[ 2 ] Beyene asmelash (2002). “Enhancing the competitiveness and the productivity of small and medium scales enterprise (smes) in africa: an analysis of differential roles of national government through improved support services”. Africa development. Vol 27(3): pp 130- 156.
[ 3 ] Bhimani, a. (2008). “Making corporate governance count: the fusion of ethics and economic rationality”. Journal of management and governance, pp 12, 135-147.
[ 4 ] Brown, b., & butler, j. E. (1995). “Competitors as allies a study of entrepreneurial networks in the us wine industry”. Journal of small business management, 33(3): pp 57-66.
[ 5 ] Cannella, a. (1995). “Executives and shareholders a shift in the relationship”. Human resource management, 34(1): pp 165-184.
[ 6 ] Chun, r., & davies, g. (2006). “The influence of corporate character on customers and employees: exploring similarities and differences”. Journal of the academy of marketing science, 34(2): pp 138-146.
[ 7 ] Clarkson, m. B. E. (1995). “A stakeholder framework for analyzing and evaluating corporate social performance”. Academy of management review, 20(1): pp 92 117.
[ 8 ] Cretes (2003), projet pilote d'appui aux pme, rapport final, décembre 2003.
[ 9 ] Daily, c., dalton, d., & cannella, a. (2003). “Corporate governance: decades of dialogue and data”. Academy of management review, pp 371-382
[ 10 ] Donaldson, t., & preston, l. E. (1995). “The stakeholder theory of the corporation - concepts, evidence, and implications”. Academy of management review, 20(1): pp 65-91.
[ 11 ] Freeman, r. E. (1984). “Strategic management: a stakeholder approach”. Boston, ma: pitman.
[ 12 ] Greenley, g. E., & foxall, g. R. (1997). “Multiple stakeholder orientation in uk companies and the implications for company performance”. Journal of management studies, 34(2): pp 259-284.
[ 13 ] Holmstrom, b., & milgrom, p. (1994). “The firm as an incentive system”. American economic review, 84(4), pp 972-91.
[ 14 ] Jensen, m., & merckling, w. (1976). “Theory of the firm; managerial behaviour; agency costs and ownership structure”. Journal of financial economics, 3(4), pp 305-360.
[ 15 ] Mitchell, r. K., agle, b. R., & wood, d. J. (1997). “Toward a theory of stakeholder identification and salience: defining the principle of who and what really counts”. Academy of management review, 22(4): pp 853-886.
[ 16 ] Rodrigo bandeira-de-mello (2011) “performance effects of stakeholder interaction in emerging economies: evidence from Brazil” http://www.anpad.org.br/bar bar, curitiba, v. 8, n. 3, art. 6, pp. 329-350
[ 17 ] Sackey harry a. (2006). “Private investment for structural transformation and growth in africa: where do small and medium-sized enterprises stand”?