The sustainability exhibited by firms in technologically advanced countries could be attributable to the innovativeness of the entrepreneurs, ability to take risks, doggedness, and adaptability to changes inherent in their dynamic capabilities, and flexibility exhibited. Hence, the persistent desire for enterprise to ensure that their businesses survive and achieve sustainability is an impetus for strategic entrepreneurship considerations. Business sustainability as adopted by many organisations from small size to large size in different sectors of economies has resulted to total cost savings, enriched sales growth, and other business benefits (Kim & Lee, 2018). Similarly, Timmermans and Katainen (2018) asserted that business sustainability models show the way towards a sustainable economy through an effective workforce (Phan, 2016). According to Phan (2016), workforce with higher level of education enable firms to improve in their performance as they will be able to work effectively, efficiently and are more loyal to their profession. In the same vein, Amarteifio and Agbeblewu (2018) opined that the performance of business enterprises is reliant on the level of education, competencies and skills of its employees. As such, workers are becoming more educated, and enterprises are casting about to procure, maintain, and absorb knowledgeable workers to develop and sustain their business. Moreover, Dogan (2015); Paek and Lee (2017) asserted that for a firm to ensure it sustenance, strategic entrepreneurship should be institutionalized at individual-level perceptions and corporate opportunities in the form of firm-level strategies which enhances growth. In the same vein, Ukenna, Makinde, Akinlabi, and Asikhia (2019) asserted that strategic entrepreneurship involves organizational efforts to utilize opportunities and create wealth which ensures the firm's sustainability.

The paper argued that the challenges experienced in Nigerian textile manufacturing firms resulted from weak strategic entrepreneurship leading to alarming decline in the industry’s performance. Thus, investigated competitive advantage nexus with strategic entrepreneurship (strategic flexibility, adaptability, innovation, strategic leadership, risk taking and dynamic capabilities) as proxies in Lagos State, Nigeria. A cross-sectional survey research design was used and primary data collected. The adapted questionnaire validity was established through confirmatory factor analysis while the reliability was ascertained through internal consistency test. The population consists of 253 senior management staff and total enumeration was used. A total of 253 copies of the questionnaire were administered but 237 copies reverted. Descriptive statistics, exploratory analysis and structural equation model were utilized to analyse the data.

IntroductionMaximization of profit is a very crucial goal for an organization to stay in business and to survive rivalry from companies in similar industry. Moreover, the intensity in business competition has made most firms particularly textile firms across the globe to be tactically aggressive towards improving their profits irrespective of the economy, industry, business organization and size (Sulaeman, Tisnawatisule, Hilmiana, & Cahyandito, 2018). As such, different business organizations have been challenged with the issues of profit maximization in the textile sector in order to sustain their ventures. According to Marrewijk (2014), the sustainability of the textile firms is being influenced by the coherent sets of corporate institutional parameters such employees' engagements, risk-taking, value systems, management philosophies, business adaptability and related measurement tools and practices that are been targeted towards achieving growth and firm's profitability.Business organization's goal has been associated with achieving business sustainability, which is feasible when the firm progressively attain its desired profit (Sulaeman, et al 2018). Also, Mule, Mukras, and Nzioka (2015) stated that for firms to ensure their survival, maximization of profits is strategically imperative. The limited capacity of managers to be innovative, take risk and futuristic has been identified as some of the reasons for this declining profits of firms (Hahn, 2019). Furthermore, Lee and Griffith (2019) opined that the inability of firms to formulate and implement appropriate strategies had hindered them from adapting to the turbulent business environment and limited their profits. As such, enterprise leaders are been challenged to be innovative and flexible so as to plunge all the difficulties that they encounter (Clarke, Deneus, Etcheverry, & Neira, 2019. According to the Central Bank of Nigeria ( 2019), firms in the textile sector are being faced with weak sales due to high cost and poor access to finance which confines them from been profitable and as such, failed to improve its contribution to the Gross Domestic Product [GDP]. Furthermore, the problems of importation, trafficking of cheap textiles

Bank Innovation Capability and Competitive Advantage ofSmall and Medium Scale Enterprises in Nigeria 1. Introduction Competitive advantage is the heart of a company's performance. It reflects a company's ability to offer consumers greater value either by employing lowering prices or by providing greater benefits and services that justify higher prices. Porter (1985) argues that competitive advantage stems from the many discrete activities a firm performs in designing, producing, marketing, delivering, and supporting its product. Each of these activities can contribute to a firm's relative cost position and create a basis for differentiation. The advantage of the company is grown from the value or benefits that can be created by companies for the buyers. When companies can create excellence through one of the three generic strategies, it will get a competitive advantage (Aaker, 1989). Competitive advantage allows a firm to create superior value for its customers and profits for itself. A firm position itself in the industry through its choice of low cost or differentiation.This decision is a central component of the firm's competitive strategy (Mathenge, 2013).Bank innovations are important vehicles through which banking institutions can turn around performance of small and medium sized enterprises (SMEs) and lead to an incredible change in business performance. Bank/financial innovation is the act of creating and popularizing fresh monetary instruments as well as fresh monetary technologies, institutions, and markets (Cherotich, Sang, Shisia, &Mutung'u, 2015). It involves the design, the development, and the implementation of innovative financial instruments and processes, and the formulation of creative solutions to problems of finance. Bank innovation encompasses institutional, product and process innovations (Alvarez, 2009). Innovation capabilities are the combination of firm abilities to integrate and build resources to develop new products and processes, improve existing products and processes, and new product to market to provide an advantage towards achieving superior performance (Zhang, 2004). Agyei-Mensah (2016) argued that innovationcapability is undoubtedly one primary means by which businesses can adapt to the demands of today's complex and ever-changing business environment.Small and medium sized enterprises around the world encounter constraints and limitations such as limited number of employees, insufficient financial resources, inconsistency in policies, a lack of educational background of the Asikhia, O. U.