Structure and Meaning of Organizational Vision.

A follower-centric approach to the vision integration process

“…Larwood, Falbe, Kriger, and Miesing's (1995) study found that CEOs struggle with communicating vision in a manner that is both widely understood and accepted by followers. Subsequent research by Berson, Shamir, Avolio, and Popper (2001) provides evidence that inspirational appeals are most effective in convincing followers that the vision is achievable.…”

“…In addition, these items were answered by a single employee from each company who worked directly with the CEO. So while some research has specifically examined the content and communication of organizational visions (Falbe & Larwood, 1996;Larwood et al, 1995), these studies have primarily focused on top executives, and did not assess perceptions of followers at other levels of the organization. Oswald et al (1994) examined top managers' ratings of vision salience, which they define as the clarity, sharedness, and appropriateness of the vision statement.…”

Entrepreneurial leadership vision in nonprofit vs. for-profit organizations

“…Some researchers argue that entrepreneurs do not have a vision or that if they do, it is not formal or stated explicitly (Baum et al, 1998). We follow the majority of the leadership and entrepreneurial literature, which emphasizes the existence and importance of vision in the entrepreneurial context (e.g., Cogliser & Brigham, 2004;Gupta et al, 2004;Larwood, Falbe, Kriger, & Miesing, 1995).…”

Creativity in buyer–seller relationships: The role of governance

“…2 In the instructions for the questionnaire, purchasing agent participants were asked to answer the questions with respect to their relationship with a specific important supplier, one that they had worked with for more than one year. The average length of time with which the buyer's firm had a relationship with the supplier's firm was 12 years, indicating that the respondents' firms had a meaningful relationship with the supplier and sufficient knowledge of both their own organizations and their counterpart suppliers (Larwood & Falbe, 1995).…”