Factors Affecting Shared Vision in Organizations Culture

The organizational management scholars have devoted a lot of attention to the effects of shared vision. There has been little work examining the antecedents of shared vision. The purpose of this study is to identify and empirically test the factors that facilitate and helps in building a shared vision in organizations. A survey study with a convenient sampling consisting of employees of five private organizations will be tested. The results show that people perceive learning and training, communication and system connection as important variables in developing shared vision, whereas teamwork has an insignificant relationship with shared vision. Sample size can be increased to validate the results of this study. This study provides an important contribution on the importance of shared vision and the aspects that are missing from private organizations in Pakistan. Practicing managers would be able to help promote shared vision using internal and external environment.

[1]  T. Peters,et al.  The leadership challenge : how to keep getting extraordinary things done in organizations , 1995 .

[2]  Stewart Clegg,et al.  Handbook of organization studies , 1997 .

[3]  Amanat Hussain,et al.  The learning organization , 2000 .

[4]  Henry Mintzberg,et al.  The Fall and Rise of Strategic Planning , 1994 .

[5]  C. Harrison,et al.  Systemic functional linguistics and critical discourse analysis : studies in social change , 2004 .

[6]  今井 賢一,et al.  Managing the new product development process : how Japanese companies learn and unlearn , 1984 .

[7]  D. Garvin.  Building a learning organization. , 1993, Harvard business review.

[8]  Lesley Treleaven,et al.  A knowledge sharing approach to organizational change : a critical discourse analysis , 2004 .

[9]  Karl E. Weick,et al.  Organizational Learning: Affirming an Oxymoron , 1999 .

[10]  J. Kotter.  A force for change : how leadership differs from management , 1990 .

[11]  R. N. Kanungo,et al.  The Empowerment Process: Integrating Theory and Practice , 1988 .

[12]  Gustavo Stubrich.  The Fifth Discipline: The Art and Practice of the Learning Organization , 1993 .

[13]  T. Jacobs,et al.  Military executive leadership. , 1990 .

[14]  R. J. House,et al.  The Social Scientific Study of Leadership: Quo Vadis? , 1997 .

[15]  S. G. Cohen,et al.  What Makes Teams Work: Group Effectiveness Research from the Shop Floor to the Executive Suite , 1997 .

[16]  K. Reardon.  Persuasion in practice , 1991 .

[17]  John M. Jermier.  Leadership: A new synthesis , 1991 .

[18]  Jane M. Howell,et al.  The Role of Followers in the Charismatic Leadership Process: Relationships and Their Consequences , 2005 .

[19]  Jay A. Conger,et al.  Charismatic Leadership: The Elusive Factor in Organizational Effectiveness , 1988 .

[20]  Robert J. House,et al.  Toward the integration of transformational, charismatic, and visionary theories. , 1993 .

[21]  Gary Lynn,et al.  Project Visioning: Its Components and Impact on New Product Success , 2012 .

[22]  B. Posner,et al.  Leadership challenge. , 1996, Nursing times.

[23]  Marshall Sashkin,et al.  The visionary leader. , 1988 .

[24]  R. Gorsuch,et al.  Beliefs, attitudes, and values , 1968 .

[25]  Richard A. Guzzo,et al.  Group performance and intergroup relations in organizations. , 1992 .

[26]  M. D. Dunnette.  Handbook of Industrial and Organizational Psychology , 2005 .

[27]  M. Boisot.  Information space : a framework for learning in organizations, institutions and culture , 2013 .

[28]  A. Brooks.  Power and the Production of Knowledge: Collective Team Learning in Work Organizations. , 1994 .