Relationship Between Strategic Direction, Core Competencies And Firm Competitiveness Among Manufacturing Firms In Uganda

Abstract

Purpose- The paper examines the relationship between strategic direction, core competencies, and firm competitiveness among manufacturing firms in Uganda. Design/Methodology- This study collected quantitative data from 410 manufacturing firms using self-administered questionnaires, while qualitative data was collected from 10 manufacturing firms using an interview guide. Quantitative data were augmented by qualitative methods, allowing us to comprehend the phenomenon under study completely. To study the nature of reality, an explanatory cross-sectional survey was employed. While the content analysis was used to investigate qualitative data, regression analysis was used to evaluate hypotheses. Findings- According to the research, a firm's competitiveness improves when its executives concentrate on their capabilities. The findings validated the theoretical foundations of the resource-based viewpoint. Practical Implications- As a result of the findings, manufacturing firms may increase strategic leadership's influence on competitiveness by ensuring that workers have proper directions and that the core competencies are identified and leveraged to ensure efficiency and effectiveness in operations. The findings may assist CEOs and policymakers design strategies and policies to increase the level of competitiveness of their firms.

Competitiveness of Tier three Commercial Banks in Kenya: The Role of Strategic Leadership Practices

“…The theory describes organizations as semi-autonomous establishments with some bit of independence but still to some extent depending on the decisions made by those who run them to be successful (Shimengah, 2018). To this effect, Oguta et al (2022) allude that the managers ought to act on the basis of the environment in which the organizations operate in, and make leadership decisions not based on their prior experience, but based on the circumstances/contingent occurrences.…”

“…Strategic direction setting has been established as one of the practices of strategic leadership. Oguta, Kimwolo, and Cheruiyot (2022) conceptualized strategic leadership through strategic direction where they expounded strategic direction as potential of leaders in an organization to align the workforce to a given focus by setting specific and achievable goal which they strive to achieve as a team. Another aspect that has been used to conceptualize strategic leadership is resource mobilization.…”