Firm-Specific Capability, Agile Leadership, and Family Business Continuity in Lagos State, Nigeria

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dc.contributor.authorOlabisi Esther ADEOYE
dc.date.accessioned2025-06-05T14:09:39Z
dc.date.available2025-06-05T14:09:39Z
dc.date.issued2024-12
dc.description.abstractFamily businesses play a pivotal role in driving economic growth and development, contributing substantially to GDP, employment, and innovation worldwide. Despite their importance, these enterprises often face numerous challenges, including economic uncertainties, succession issues, and external shocks, such as the COVID-19 pandemic. These challenges threaten their sustainability and continuity across generations, with a significant proportion of family businesses failing to survive beyond the founding generation. This study investigates how firm-specific capabilities—namely, social media agility, innovation capability, and organizational learning—impact the competitiveness and operational efficiency of family businesses in Lagos State, Nigeria. Using a quantitative research approach, the study explores the moderating role of agile leadership on the relationship between these capabilities and business continuity. The analysis reveals that firm-specific capabilities significantly contribute to firm competitiveness (R² = 0.233, F (3,393) = 41.185, p < 0.05) and operational efficiency (R² = 0.308, F(3,393) = 59.748, p < 0.05). Organizational learning emerged as the most influential factor, positively impacting both competitiveness (β = 0.463, p < 0.05) and operational efficiency (β = 0.278, p < 0.05), while social media agility and innovation capability also contributed meaningfully. Notably, agile leadership significantly moderated the relationship between firm-specific capabilities and business continuity, enhancing the explained variance from 31.9% to 39.3% (ΔR² = 0.074, p < 0.05), which underscores its role in fostering an adaptive and resilient business culture. The study aligns with the dynamic capability theory (DCT) and contingency theory (CT), offering insights into how family businesses can sustain their operations by continually adapting internal competencies and fostering agile leadership. The study concludes that family businesses should prioritize organizational learning and leadership development to navigate a rapidly changing business environment. Keywords: Customer trust, E-Banking service quality, Banking Industry, Organisational Performance Word Count: 277
dc.identifier.citationKate Turabia
dc.identifier.otherM.Sc
dc.identifier.urihttps://repository.lcu.edu.ng/handle/123456789/865
dc.language.isoen
dc.relation.ispartofseriesM.Sc
dc.subjectCustomer trust
dc.subjectE-Banking service quality
dc.subjectBanking Industry
dc.subjectOrganisational Performance
dc.titleFirm-Specific Capability, Agile Leadership, and Family Business Continuity in Lagos State, Nigeria
dc.typeThesis

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