Effect of Long-Term Orientation on Strategy Implementation in Manufacturing Firms in Uasin Gishu County

Abstract

The effectiveness of strategically deployed efforts helps to sustain and maintain the competitiveness and sustainability of manufacturing firms. Though this is important, there is some resistance to translating strategies they have developed into practical actions with the exception of cultural bias. To understand how long-term orientation affects the implementation of strategy in Uasin Gishu County manufacturing firms, I examined this analysis. The study was based upon Hofstede’s Cultural Dimensions Theory and took advantage of an ex post facto research design. This study identified 36 manufacturing firms in the county that employed 8,877 workers. Under Yamane’s formula, there were 383 respondents. By random sampling, each category was selected to represent different participant groups. Data was collected through structured questionnaires and conducted through descriptive and inferential statistical methods. Analysis of central tendency and dispersion by descriptive methods relied on Pearson correlation as well as multiple regression models. The significance threshold was 0.05. Results indicated that most Uasin Gishu County manufacturing companies are characterized by having forward-looking goals, prudent financial management, long-term planning, and professional ethics. This study found that the long-term orientation, = 0.078; p 0.05 is particularly critical in practice. So, the study concluded that training a robust long-term orientation also helps to optimize strategy implementation through systematic procedures, policies, and operating guidelines. Manufacturing firms recommended this as a way of improving strategic implementation results.