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

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 wo...

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Bibliographic Details
Published in:Strategic management journal 1994-07, Vol.15 (6), p.477-489
Main Authors: Oswald, Sharon L., Mossholder, Kevin W., Harris, Stanley G.
Format: Article
Language:English
Subjects:
Biological and medical sciences
Business strategies
Business structures
Commitments
Corporate strategies
Decision making
Employment
Factor analysis
Fundamental and applied biological sciences. Psychology
Hypotheses
Job satisfaction
Leadership
Management techniques
Managers
Middle management
Motivation. Job satisfaction. Attitude
Occupational psychology
Organizational behavior
Organizational change
Organizational culture
Psychology. Psychoanalysis. Psychiatry
Psychology. Psychophysiology
Saliency
Statistical variance
strategic involvement
Strategic planning
strategic vision
Studies
Upper management
Vision
vision salience
Visual perception
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Summary: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.
ISSN:0143-2095
1097-0266
DOI:10.1002/smj.4250150605