The Influence of Long-Term Orientation on Decision Comprehensiveness and Speed: A Study of Public Sector Organizations in Eastern Europe

This research examines the relationship between top managers' long-term orientation and strategic decision-making processes in public sector organisations, focusing specifically on decision comprehensiveness, speed, and creativity. Using structural equation modelling with data from 86 public sector CEOs across five Eastern European countries, the study reveals significant positive correlations between long-term orientation and both decision comprehensiveness (β = .251, p < .05) and speed (β = .344, p < .05), but no significant relationship with decision creativity. The findings extend temporal orientation theory into the public sector context, where long-term value creation often competes with immediate political pressures. The study's Eastern European setting provides novel insights into how institutional contexts moderate the influence of temporal orientation on strategic management practices, contributing to our understanding of cross-cultural variations in strategic decision-making processes.