Strategic vision or strategic con?: Rhetoric or reality?

Vision salience and strategic involvement: Implications for psychological attachment to organization and job

“…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).…”

“…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).…”

Strategic management and sport facilities

“…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.…”

An Overview of Dismissal of Managerial Employees for Breach of Fiduciary Duties

“…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.…”