Corona virus otherwise known as COVID-19 has left indelible marks on both human beings and businesses globally. When the virus emerged in Wuhan, China in late 2019, it was viewed as China`s problem. Nobody ever envisioned that the novel virus could spread and result into global pandemic within few months. Meanwhile, the aftermath effects of COVID-19 on various socio-economic activities might not be different from global financial crisis of 2008, which left no economy unaffected. Against this backdrop this study was carried out with a view to investigating the impact of microfinance credit on entrepreneurship development amidst COVID-19 pandemic using some selected small and medium enterprises engaging in essentials such as food and consumables, oil and gas and pharmaceuticals in Sango-Ota industrial estate of Ogun state, Nigeria. Primary data were collected with the aid of well-structured set of questionnaire from 100 SMEs which was done purposively. After subjecting the collected data to a rigorous analysis, it was discovered that over 90% of enterprises under investigation used microfinance credit for their businesses during COVID-19 pandemic. Similarly, the study submitted that micro credit increased the stock of goods of the selected and at same time orchestrated a moderate rise in profit for the majority of the SMEs selected for the survey. Consequently, the important findings that originated from this study brought the following recommendations for the policy makers, financial institution and all the stakeholders engaging in SMEs in Nigeria that credit from micro finance has the capacity to facilitate the development of entrepreneurship through expansion of outputs and profitability of SMEs in Nigeria. And as such, the policymakers in Nigeria should create an enabling environment that will facilitate microfinance institution to provide better credit and other financial facilities to SMEs in the country.

Implementing complex organizational changes involve collective action by many people, each of whom contributes something. Implementation of change may face a big problem if the required environment, technique, and technologies are lacking. Descriptive survey research design was adopted. The population of this study comprised 43,820 management employees of the telecommunication industry (NCC 2012). Based on proportional stratified sampling technique, the survey sample size calculator software was used to select 2312 employees. A six-point likert scale type questionnaire used to collect data was validated by experts and a 0.81 Cronbach alpha coefficient confirmed its reliability. Of the 2312 questionnaire copies administered, 1435 were returned duly filled out. Change implementation had a significant relationship with competitive positioning (R2=0.251, p-value=0.0000 < 0.05); hence, the result showed a positive significant relationship. The study concluded that change implementation significantly determined competitive positioning. The study recommended among other things that managers should make change implementation an integral part of change management so as to ensure competitive positioning. A major implication of the findings for the industry is that it has provided an insight into some of the implications change implementation have on competitive positioning in the Nigerian telecommunication industry. Implementing change judiciously is necessary.