Sl. Oswald et al., RELATIONS BETWEEN STRATEGIC INVOLVEMENT AND MANAGERS PERCEPTIONS OF ENVIRONMENT AND COMPETITIVE STRENGTHS - THE EFFECT OF VISION SALIENCE, Group & organization management, 22(3), 1997, pp. 343-365
It is hypothesized that relations between managers' involvement in str
ategic planning and their perceptions of the organization's environmen
t and its competitive strengths would be influenced by the presence of
a salient strategic vision. The authors tested this hypothesis using
a sample of upper level managers in a large Fortune 100 corporation un
dergoing a major strategic transformation. The results indicated that
when the vision was more salient, both perceived environmental uncerta
inty and competitive strengths were more strongly related to strategic
involvement These relationships were attenuated when vision salience
was low. Implications regarding vision salience and strategic manageme
nt are discussed.