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

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  • Sharon L. Oswald
  • Kevin W. Mossholder
  • Stanley G. Harris

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.

Suggested Citation

  • Sharon L. Oswald & Kevin W. Mossholder & Stanley G. Harris, 1994. "Vision salience and strategic involvement: Implications for psychological attachment to organization and job," Strategic Management Journal, Wiley Blackwell, vol. 15(6), pages 477-489, July.
    • Handle: RePEc:bla:stratm:v:15:y:1994:i:6:p:477-489
    DOI: 10.1002/smj.4250150605
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    Cited by:

    1. Nuttaneeya Torugsa & Wayne O’Donohue & Rob Hecker, 2012. "Capabilities, Proactive CSR and Financial Performance in SMEs: Empirical Evidence from an Australian Manufacturing Industry Sector," Journal of Business Ethics, Springer, vol. 109(4), pages 483-500, September.
    2. Miodraga Stefanovska-Petkovska & Marjan Bojadziev & Vesna Velikj Stefanovska, 2014. "The role of participatory management in fostering job satisfaction among public administration employees," Working Papers 2014/27, Maastricht School of Management.
    3. Lucy Gill-Simmen & Deborah J. MacInnis & Andreas B. Eisingerich & C. Whan Park, 2018. "Brand-self connections and brand prominence as drivers of employee brand attachment," AMS Review, Springer;Academy of Marketing Science, vol. 8(3), pages 128-146, December.
    4. Kerice Doten-Snitker & Cara Margherio & Elizabeth Litzler & Ella Ingram & Julia Williams, 2021. "Developing a Shared Vision for Change: Moving toward Inclusive Empowerment," Research in Higher Education, Springer;Association for Institutional Research, vol. 62(2), pages 206-229, March.
    5. Tai-Wei Chang, 2020. "Corporate Sustainable Development Strategy: Effect of Green Shared Vision on Organization Members’ Behavior," IJERPH, MDPI, vol. 17(7), pages 1-20, April.
    6. Jerez-Gomez, Pilar & Cespedes-Lorente, Jose & Valle-Cabrera, Ramon, 2005. "Organizational learning capability: a proposal of measurement," Journal of Business Research, Elsevier, vol. 58(6), pages 715-725, June.
    7. Nguyen, Jason, 2024. "Beyond policy impacts: Internal strategic capabilities as determinants of industrial energy efficiency implementation," Energy Policy, Elsevier, vol. 184(C).
    8. Kleanthis K. Katsaros & Athanasios N. Tsirikas & Christos S. Nicolaidis, 2015. "Firm performance: The role of CEOs' emotional and cognitive characteristics," International Journal of Business and Economic Sciences Applied Research (IJBESAR), International Hellenic University (IHU), Kavala Campus, Greece (formerly Eastern Macedonia and Thrace Institute of Technology - EMaTTech), vol. 8(1), pages 51-82, August.
    9. Nuttaneeya Torugsa & Wayne O’Donohue & Rob Hecker, 2013. "Proactive CSR: An Empirical Analysis of the Role of its Economic, Social and Environmental Dimensions on the Association between Capabilities and Performance," Journal of Business Ethics, Springer, vol. 115(2), pages 383-402, June.
    10. Seung-Wan Kang, 2019. "Sustainable Influence of Ethical Leadership on Work Performance: Empirical Study of Multinational Enterprise in South Korea," Sustainability, MDPI, vol. 11(11), pages 1-17, June.
    11. Bilal Afsar & Ahsen Maqsoom & Asad Shahjehan & Sajjad Ahmad Afridi & Adnan Nawaz & Hassan Fazliani, 2020. "Responsible leadership and employee's proenvironmental behavior: The role of organizational commitment, green shared vision, and internal environmental locus of control," Corporate Social Responsibility and Environmental Management, John Wiley & Sons, vol. 27(1), pages 297-312, January.
    12. Ouakouak, Mohamed Laid & Ouedraogo, Noufou & Mbengue, Ababacar, 2014. "The mediating role of organizational capabilities in the relationship between middle managers’ involvement and firm performance: A European study," European Management Journal, Elsevier, vol. 32(2), pages 305-318.
    13. Elisa Alt & Emilio Díez-de-Castro & Francisco Lloréns-Montes, 2015. "Linking Employee Stakeholders to Environmental Performance: The Role of Proactive Environmental Strategies and Shared Vision," Journal of Business Ethics, Springer, vol. 128(1), pages 167-181, April.
    14. Fenwick Jing & Gayle Avery & Harald Bergsteiner, 2014. "Enhancing performance in small professional firms through vision communication and sharing," Asia Pacific Journal of Management, Springer, vol. 31(2), pages 599-620, June.

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