1992
DOI: 10.1016/0024-6301(92)90313-q
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Strategic vision or strategic con?: Rhetoric or reality?

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Cited by 65 publications
(29 citation statements)
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“…A great deal of attention has recently been focused on the advantages, particularly for organizations facing turbulent environments, of a compelling strategic vision (e.g., Beckhard, 1988;Collins and Porras, 1991;Conger, 1990;Pettigrew, 1987;Sathe, 1985;Tushman and Romanelli, 1985). Across three surveys administered in over 200 organizations, Coulson-Thomas (1992) reported that respondents (typically director-level) considered strategic vision to be extremely important in the implementation of change. A strategic vision is an articulation by organizational leaders of the organization's desired future and is integral to the strategic planning process (Bennis and Nanus, 1985).…”
Section: The Moderating Effects Of Strategic Vision Saliencementioning
confidence: 99%
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“…A great deal of attention has recently been focused on the advantages, particularly for organizations facing turbulent environments, of a compelling strategic vision (e.g., Beckhard, 1988;Collins and Porras, 1991;Conger, 1990;Pettigrew, 1987;Sathe, 1985;Tushman and Romanelli, 1985). Across three surveys administered in over 200 organizations, Coulson-Thomas (1992) reported that respondents (typically director-level) considered strategic vision to be extremely important in the implementation of change. A strategic vision is an articulation by organizational leaders of the organization's desired future and is integral to the strategic planning process (Bennis and Nanus, 1985).…”
Section: The Moderating Effects Of Strategic Vision Saliencementioning
confidence: 99%
“…Although 82 percent of the executives said they had a definite vision of what their company should become and 79 percent thought that a long-term vision was necessary for their companies' survival, only 38 percent felt that their visions were broadly shared throughout the company. Rhetorical vision, as opposed to salient vision, can result in disillusionment and distrust instead of inspiration and motivation (Coulson-Thomas, 1992). For a vision to be salient, organizational members must feel that a clear vision has been articulated (there is a vision), that the leadership of the company shares the vision (there is support and agreement), and that the vision is appropriate (it is the right vision).…”
Section: The Moderating Effects Of Strategic Vision Saliencementioning
confidence: 99%
“…A clear and compelling sense of direction is the starting point of the strategic management process; it is the management's responsibility to give the organization this sense of its own enduring purpose (Carlson-Thomas, 1992). The most common way that organizations attempt to communicate this sense of purpose or direction is through a mission statement.…”
Section: The Strategic Management Approach To Planningmentioning
confidence: 99%
“…Those occupying managerial positions are expected to deliver based on the company vision and mission (Coulson-Thomas 1992). Diviation from this is considered as a breach of the implied term of trust, confidence and fiduciary obligations (Boyer 1983) and there are consequences.…”
Section: Introductionmentioning
confidence: 99%