Author(s)

Emmanuel Kwabla Ocloo^1*, Gnanesh Devakumar¹, Esther Asiedu²

¹Faculty of Management and Commerce, Ramaiah University of Applied Science, Bangalore, India.
²Faculty of Managemt and Human Resources, Ghana Communication Technology University, Accra, Ghana.

Purpose: This study sought to develop and validate a model for successful transitioning of entrepreneurs from planning stage to operationalization in Greater Accra Region of Ghana. The total population of this study was 295 out of which 200 respondents were sampled using a random sampling technique. Approach: The collected data was analyzed using a software known as Statistical Package for Social Sciences (SPSS). Structural Equation Model (SEM) was used to determine the correlations between independent and dependent variables. The primary data was collected through the use of qualitative techniques. The quantitative techniques were used in summarizing the overall data into percentages which explained in detail development and validation of the model. Findings: The findings unraveled development of a valid model inculcating a business plan, technology, innovation, etc. for the successful transitioning of start-up MSMEs from planning to operationalization. Research Limitations: Due to the fact that information is sensitive, selected MSMEs were demanding money before releasing the needed primary information. This makes the exercise very difficult. Practical Consequences: The research discusses the implications for the various components engaged at the startup planning stage. Originality/Value: The model would assist MSMEs in making the right business choices, funding and any other essential factor that is required at the Start-up Planning Stage to operationalization stage.

Start-Up MSMEs, Planning, Model, Transitioning, Operationalization, Ghana

Ocloo, E. , Devakumar, G. and Asiedu, E. (2022) A Proposed Model for Successful Transitioning of Startup MSMEs from Planning to Operationalization in Greater Accra Region of Ghana. American Journal of Industrial and Business Management, 12, 428-442. doi: 10.4236/ajibm.2022.123025.