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

Abstract

Managers' perceptions of their involvement in strategic planning were hypothesized to be positively related with their feelings of organizational commitment, job satisfaction, and job involvement. Further, it was also hypothesized that the relationship between strategic involvement and these work-related attitudes would be enhanced to the extent that the managers' felt that a salient strategic vision was guiding the company. We tested these two hypotheses using a sample of upper level managers in a large corporation undergoing a major strategic transformation. With the exception of finding no evidence that vision salience moderated the positive relationship between strategic involvement and job involvement, both hypotheses were supported. With regard to managers' psychological attachment to the organization, the results suggest that there are advantages afforded by involving them in the strategy making process, and that these advantages are magnified to the extent that the involvement occurs within the context of a salient strategic vision.

Linking Employee Stakeholders to Environmental Performance: The Role of Proactive Environmental Strategies and Shared Vision

“…When organisations are guided by a shared vision, employees may view their contributions as meaningful (Oswald et al, 1994), and thus feel more comfortable to express their thoughts (García-Morales et al, 2011) regarding potential environmental improvements.…”

Solutions out of context: Examining the transfer of business concepts to nonprofit organizations

“…Despite the inconclusive empirical support for the effect of organizational vision on organizational performance, business researchers continue to advocate its adoption. In fact, research studies suggest that approximately 60 percent of large U.S. firms have developed an organizational vision (Ledford, Wendenhof, and Strahley, 1995), while other findings report that 82 percent of large U.S. industrial and service organizations had a definite organizational vision (Oswald, Mossholder, and Harris, 1994). Some potential advantages of a guiding philosophy are directing behavior and decisions, expressing organizational culture, and increasing organizational performance (Collins and Porras, 1996;Ledford, Wendenhof, and Strahley, 1995).…”

“…Some potential advantages of a guiding philosophy are directing behavior and decisions, expressing organizational culture, and increasing organizational performance (Collins and Porras, 1996;Ledford, Wendenhof, and Strahley, 1995). An accepted organizational vision affects the ability of firms to attract, motivate, and retain outstanding employees (Collins and Porras, 1996) while also enhancing psychological attachment to the firm (Oswald, Mossholder, and Harris, 1994). The success of visionary organizations comes, in part, from their embedded underlying processes and fundamental dynamics (Collins and Porras, 1995) and the alignment of vision with organizational competencies and the environment (Collins and Porras, 1996).…”

Corporate Governance and Business Capabilities: Strategic Factors for Corporate Social Responsibility Reporting

“…In addition, the international experience of top leaders will also provide an added advantage for companies in dealing with social and environmental issues and will facilitate the development of CSR strategies and policies. This is because the centrality of CSR initiatives to organization's mission and objectives can affect the ability of the CSR programmes to create value to the organization (Oswald et al, 1994;Tsai and Ghoshal, 1998). Furthermore, organizations that possess good relationship with their stakeholders will encourage socially responsible behaviours (Heugens et al, 2002).…”