This article presents data that examined the impact of bureaucratic

processes on the performance of small and medium enterprises in

Nigeria. A survey was carried out by administering the questionnaire to 400 business owners selected from three reputable

associations, namely:NASME,NASSI and ASBON(NigerianAsso-

ciation of Small and Medium Enterprises,National Association of

Small Scale Industrialists and Association of Small BusinessOwn-

ers ofNigeria)inthreegeo-politicalzones.Datawereanalysed

using PredictiveAnalyticsSoftware.CorrelationandRegression

wereemployedasinferentialstatisticaltoolofanalysis.Dataset

revealedtheexistenceofrelationshipandtheextenttowhich

bureaucraticprocessesimpacttheperformanceofentrepreneurial

ventures

ADEGBUYI , O. A.

Iyiola , O.O.

Kehinde, O.J.

Lawal, Fatai Alani

Ogunnaike, O.O.

Covenant University Repository

Contents lists available at ScienceDirectData in BriefData in Brief 20 (2018) 775–778http://d2352-34(http://cn CorrE-momotayolaleke.journal homepage: www.elsevier.com/locate/dibData ArticleSurvey data on bureaucratic processes andentrepreneurial venture performance in SMEsin NigeriaFatai Alani Lawal n, Oluwole O. Iyiola, Omotayo A. Adegbuyi,Oladele J. Kehinde, Olaleke O. OgunnaikeDepartment of Business Management, Covenant University, Ota, Ogun State, Nigeriaa r t i c l e i n f oArticle history:Received 4 May 2018Received in revised form1 August 2018Accepted 15 August 2018Available online 22 August 2018Keywords:Bureaucratic processesEntrepreneurial venturesSMEsVenture performancex.doi.org/10.1016/j.dib.2018.08.03809/& 2018 The Authors. Published by Elsereativecommons.org/licenses/by/4.0/).esponding author.ail addresses: fatai.lawal@stu.cu.edu.ng (F.Ao.adegbuyi@covenantuniversity.edu.ng (O.Aogunnaike@covenantuniversity.edu.ng (O.Oa b s t r a c tThis article presents data that examined the impact of bureaucraticprocesses on the performance of small and medium enterprises inNigeria. A survey was carried out by administering the ques-tionnaire to 400 business owners selected from three reputableassociations, namely: NASME, NASSI and ASBON (Nigerian Asso-ciation of Small and Medium Enterprises, National Association ofSmall Scale Industrialists and Association of Small Business Own-ers of Nigeria) in three geo-political zones. Data were analysedusing Predictive Analytics Software. Correlation and Regressionwere employed as inferential statistical tool of analysis. Data setrevealed the existence of relationship and the extent to whichbureaucratic processes impact the performance of entrepreneurialventures.& 2018 The Authors. Published by Elsevier Inc. This is an openaccess article under the CC BY license(http://creativecommons.org/licenses/by/4.0/).vier Inc. This is an open access article under the CC BY license. Lawal), oluwole.iyiola@covenantuniversity.edu.ng (O.O. Iyiola),. Adegbuyi), oladele.kehinde@covenantuniversity.edu.ng (O.J. Kehinde),. Ogunnaike).F.A. Lawal et al. / Data in Brief 20 (2018) 775–778776Speciﬁcation TableSMTHDEEDTable 1Data on correlational analysis between bRegions rSouth-West 0.046North-Central 0.011South-South 0.059ubject area Business, Managementajor Speciﬁc Subject Area Business and Entrepreneurshipype of Data Tableow Data was acquired Researcher made questionnaire analysisata format Raw, analysed, descriptive and inferential statistical data.xperimental factors Survey method involved the use of questionnaire to gather datafrom 400 SMEs owner-managers that afﬁliated with three pro-fessional associations (selected based on their geographicalspread) in three geo-political zones in Nigeria.xperimental features The researcher-made questionnaire which contained data onbureaucratic process and performance measures were completed.ata Source location South-West, North-Central and South-South Nigeriaata Accessibility Data is included in this article.DValue of data These data are a presentation of descriptive data on bureaucratic processes that characterises theformal institutional environment of the local entrepreneurial climate as it relates to the perfor-mance of entrepreneurial ventures. The data showed that understanding of the peculiarities of the bureaucratic dimensions (occasioned bycompliance and regulatory procedures) and the adoption of appropriate coping strategies by SMEsowner-managers can be helpful for business performance improvement. The dataset of this study can be used to institute necessary institutional policy framework thatpromotes the ease of doing business by start-ups and growing SMEs.1. DataTable 1 shows the correlation relationship that exist between bureaucratic processes and venture per-formance amongst SMEs in the regions. Measures of bureaucratic process dimensions include rules andprocedures (Rul_Proc), cost of business registration (Reg_Cost), and business documentation and renewalprocess (Biz_Doc), while venture performance (Vent_Perf) measurement was based on growth, proﬁtabilityand competitiveness parameters. Statistical analysis reveals the existence of relationship (though insignif-icant) between bureaucratic processes and venture performance amongst SMEs in the three regions asdepicted by correlation coefﬁcient r ¼ 0.046; p o 0.01 (South-West), r ¼  .011; p o 0.05 (North-Central)and r ¼  .059; p o 0.01 (South-South).The hypothesis formulated in the null form states that “there is no signiﬁcant effect of bureaucraticprocesses on venture performance’’ and was tested using regression analysis.Table 2 represents the Model Summary and it describes the extent to which variance in thedependent variable (venture performance) is explained by the independent variable (bureaucraticprocesses). Thus R2 ¼ .008 (i.e. 0%) and adjusted R2 ¼ .001 (i.e. 0%) implying that there is no variationureaucratic process and venture performance.sig. value p Remark0.446 p o 0.01 Insigniﬁcant0.929 p o 0.05 Insigniﬁcant0.752 p o 0.01 InsigniﬁcantTable 2Model Summary.R R2 Adjusted R2 Standard error of estimate0.092a 0.008 0.001 0.682662a Predictors: (Constant), Biz_Doc, Rul_Proc, Reg_CostF.A. Lawal et al. / Data in Brief 20 (2018) 775–778 777in venture performance attributable to the dimensions of bureaucratic process. The ﬁndings from thisstudy is consistent with the assertions of existing studies [1,2,4].Table 3 shows the analysis of variance (ANOVA) test which indicates that F value ¼ 1.070 @p-value ¼ 0.362 level of signiﬁcance 4 0.05. The result of the tested hypothesis revealed thatbureaucratic processes have no signiﬁcant effect on the performance on entrepreneurial ventures.The coefﬁcient Table 4 depicts the simple model that expresses the extent to which bureaucraticprocesses have effect on venture performance and which of the variables included in the modelcontributed to the prediction of the dependent variable using beta values for the comparison. Themodel revealed that all Tvalues do not have statistical signiﬁcance as they are o 1.96 @ signiﬁcancelevels 4 0.05 representing statistical conﬁdence o 95%., whereas the signiﬁcance level o 0.05implies a statistical conﬁdence of above 95%. This implies that dimensions of bureaucratic processesmake no unique contributions towards explaining variance / change in venture performance.2. Experimental design, materials and methodsSurvey method involved the use of questionnaire to gather data from 400 SMEs owner-managersthat afﬁliated with three professional associations (selected based on their geographical spread) inthree geo-political zones in Nigeria [3]. Convenience and proportionate sampling techniques wereused in selecting respondents. Convenience sampling to accommodate members that are consistentin paying membership dues and regularity at monthly association meetings while proportionatesampling based on the membership register of each association [5].The professional associations serve as a forum to assess the SMEs owner-managers, thus makingthe survey method more efﬁcient in securing opinions, description, attitudes as well as annexingcause and effect relationship for quantitative comparison [6]. This research beneﬁtted from the ideasof existing research studies particularly in designing the research instrument [7–9] using 5 pointlikert scale which ranges from strongly agree - 5, agree - 4, undecided - 3, disagree - 2, and stronglydisagree - 1. Data obtained were coded and analysed by Predictive Analytic Software (StatisticalPackage for Social Sciences-SPSS v 22) using inferential statistics (involving correlation and regres-sion) to test formulated hypothesis.Table 3ANOVA for the relationship between bureaucratic processes and venture performance.Sum of squares Df Mean square F Sig.Regression 1.496 3 0.499 1.070 0.362aResidual 175.692 377 0.466Total 177.188 380a Predictors: (Constant): Biz_Doc, Rul_Proc, Reg_CostTable 4Data of coefﬁcient of determination of bureaucratic processes and venture performance.Model Unstandardized coeff. Standardized coeff. t Sig.β Std. Error β(Constant) 3.236 0.166 19.524 0.000Biz_Doc 0.046 0.036 0.073 1.283 0.200Rul_Proc 0.052 0.037 0.081 1.407 0.160Reg_Cost 0.024 0.034 0.040 0.719 0.473F.A. Lawal et al. / Data in Brief 20 (2018) 775–778778AcknowledgmentsAuthors of this research work express sincere appreciation to the Management of CovenantUniversity for giving full sponsorship to the publication of this research work.Transparency document. Supporting informationTransparency data associated with this article can be found in the online version at http://dx.doi.org/10.1016/j.dib.2018.08.038.Appendix A. Supporting informationSupplementary data associated with this article can be found in the online version at http://dx.doi.org/10.1016/j.dib.2018.08.038.References[1] A.O. Aliyu, D.M. Idris, Administrative processes and the challenges of service delivery in contemporary Nigerian Bureau-cracy, Rev. Public Adm. Manag. 5 (9) (2016) 131–139.[2] R.G. Mashenene, J. Rumanyika, Business constraints and potential growth of small and medium enterprises in Tanzania:a Review, Eur. J. Bus. Manag. 6 (132) (2014) 72–80.[3] O.E. Ayoade, O. Ogunnaike, O. Adegbuyi, F. Lawal, F. Onakoya, Data on empirical investigation of personality traits onentrepreneurs' commitment of SMEs, Data Brief. 19 (2018) 1171–1175.[4] A.B. Bouazza, D. Ardjouman, O. Abada, Establishing the factors affecting the growth of SMEs in Algeria, Am. Int. J. Social.Sci. 4 (2) (2015) 101–115.[5] F. Lawal, O. Adegbuyi, O. Iyiola, A. Adegbuyi, O. Onakoya, Inﬂuence of structural support system and government incentiveson the performance of entrepreneurial ventures: A study of selected small and medium enterprises owner-managers inNigeria, in: Proceedings of INTED Conference3740–3746, 2018.[6] A. Ogbo, A.C. Nwachukwu, The role of entrepreneurship in economic development: the Nigerian perspective, Eur. J. Bus.Manag. 4 (18) (2012) 95–105.[7] C.C. Maduekwe, P. Kamala, Performance measurement by small and medium enterprises in Cape Metropolis, South Africa,Probl. Perspect. Manag. 14 (2) (2016) 46–55.[8] M.L. Khan, I.J. Muhammed, Antecedents of innovation and its impact on small ﬁrm performance, 2012, Retrieved from〈www.diva-portal.se〉 March 12, 2018.[9] Y.E. Eratus, A. Stephen, I. Abdullah, Institutional framework for promoting SMEs in Ghana: perspective of Entrepreneurs,Aust. J. Bus. Manag. Res. 3 (10) (2014) 28–45.

Survey data on bureaucratic processes and

entrepreneurial venture performance in SMEs

in Nigeria

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Survey data on bureaucratic processes and entrepreneurial venture performance in SMEs in Nigeria

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