Global Journal of Management and Business Research, A: Administration and Management, Volume 22 Issue 7

From table 4.1, it is seen that the calculated t- value for FOI (3.73), BAI (2.50), and HOI (2.74), while the tabulated value is1.96, fewer than 95% confidence levels. Both null hypotheses (HO1 & HO2) were rejected since the estimated t-values for FOI (3.73 > 1.96), BAI (2.49 > 1.96), and HOI (2.74 > 1.96) are all higher than the tabulated value (1.96) conclude that vertical and horizontal alliances (FOI, BOI & HOI) have major influences on the growth and sustainability of the small business. This suggests that entrepreneurship strategic alliances have a major influence on small businesses’ growth sustainability in Nigeria. This finding is in tandem with the findings of Igbokwe and Elikwe (2019) who found that strategic alliances have significantly impacted Nigeria's small firms' ability to grow sustainably. It equally contradicts the study of Nwaokocha (2017) who recorded a strong and adverse association between strategic alliance and he growth of the small business through risk reduction. VI. C onclusion and R ecommendations The relationship that exists between strategic entrepreneurship alliances and the growing sustainability of small businesses in Nigeria was investigated. It was hypothesized that vertical and horizontal integrations have no significant effect on sustainable business growth in Nigeria. The result from the analysis revealed that both vertical and horizontal integrations are strongly related to the growth and sustainability of small businesses in Abuja Metropolis and by extension Nigeria. This portrayed the fact that a strategic alliance enables a company to reach a broader audience, and search for new, creative ways to increase its clientele. It is therefore recommended that small businesses desirous of growth and expansion through improved competitive positioning and gain entry to new markets, supplement critical skills, and share the risk and cost of major developmental projects should strategically ally and collaborate with other firms to ensure a continuous flow of inputs for uninterrupted operations resulting to effective, efficient and reliable product distribution chain that guarantees firm's growth and sustainability. A cknowledgment The researchers hereby wish to acknowledge those respondents who willingly and painstakingly participated in this study by giving the required information within the shortest notice. This study would not have been completed timely without your immense contribution. This cannot be taken for granted. Permit the researchers also to acknowledge the Management and Staff of Enterprise Agency of Nigeria whose 2021 Facts Book was used for population and sample size determination. Additionally, let us acknowledge an erudite scholar of repute, Prof. Nzewi, H.N. former HOD, Department of Business Administration and management, Nnamdi Azikiwe University Awka, Nigeria; who meticulously reviewed and modified the questionnaire to an internationally acceptable standard. Finally, the researchers' efforts are worth commending as they work diligently in solving societal problems through research. Ethical Consideration It is noteworthy that all ethical issues were stickily adhered to during this research work. Oral permission was sought and granted before the questionnaire was administered to the sampled respondents. Covid-19 protocols were viscously observed before, during, and after the research period. Participants were assured of utmost confidentiality of data provided as the information supplied is for research purposes only. Competing Interest The authors of this study unanimously declared that no competing interest exists herein and the manuscript is not been considered for publication in any other journal house except Global Journal of Management and Business. Funding It is worthy of note that this research work is not funded or covered by any grant but was carried out through the personal savings of the authors. All the authors contributed equally (financially and otherwise) to the success of this research work. R eferences R éférences R eferencias 1. Abbah, J.E.I. (2015). Corporate strategy: Abuja; Spaccx publishers 2. Akewushola, R.O., Tijani, A.A. & Adelekan, S.A. (2018). Strategic alliance and firm performance: a focus on service industry. Crawford Journal of Business and Social Sciences, 8 (11):84-91 3. Akinnagbe, O.M. (2010) Constraints and strategies towards improving cassava production and processing in Enugu North agricultural zone of Enugu State, Nigeria: Bangladesh Journal of Agricultural Resources, 35(3), pp. 387-394. 4. Anand, B. & Khanna, F. (2012) Do firm's learn to create value? The case of alliances: Strategic Management Journal, 21 (3), 295-315 5. Anoke, A.F., & Okpanaki, I.I. (2022). Microfinance financial strategies and business growth of women entrepreneurs in Gboko, Benue State Nigeria; Asian Journal of Economic, Business and, Accounting, 22 (5) 69-80 6. Anoke, A.F., Osita, F.C., Eze, S.U., & Muogbo, U.S (2021). Business perception as a strategy for sustaining entrepreneurship in the face of Strategic Entrepreneurship Alliances and Sustainable Growth of Small Businesses in Nigeria: The Nexus 18 Global Journal of Management and Business Research Volume XXII Issue VII Version I Year 2022 ( ) A © 2022 Global Journals