Vision salience and strategic involvement: Implications for psychological attachment to organization and job
研究高层管理者在战略转型中，战略参与度与组织承诺、工作满意度及工作投入的关系，并考察愿景显著性是否增强这种关系。
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.