RELATIONS BETWEEN STRATEGIC INVOLVEMENT AND MANAGERS PERCEPTIONS OF ENVIRONMENT AND COMPETITIVE STRENGTHS - THE EFFECT OF VISION SALIENCE

Authors
OSWALD SL MOSSHOLDER KW HARRIS SG
Citation
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
Citations number
71
Categorie Soggetti
Management,"Psychology, Applied
Journal title
Group & organization management → ACNP
ISSN journal
10596011
Volume
22
Issue
3
Year of publication
1997
Pages
343 - 365
Database
ISI
SICI code
1059-6011(1997)22:3<343:RBSIAM>2.0.ZU;2-1
Abstract
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.