Operationalising Vision and Mission

Purpose -The purpose of this article is to examine the relationships between vision attributes (of brevity, clarity, challenge, stability, abstractness, future orientation, and desirability or ability to inspire) and content (relating to customer and staff satisfaction imageries), and customer and staff satisfaction in Australian retail stores, taking into account vision realisation factors of vision communication, organisational alignment, motivation, empowerment and a staff personal factor comprised of staff emotional commitment to and use of the vision. Design/methodology/approach -Variables of vision attributes and content, vision communication, organisational alignment, motivation, empowerment and staff personal factor were derived from the literature. Data were from store managers, staff and customers of 101 apparel stores in Sydney. These variables were tested for significant relationships through chi-square and regression analyses. Findings -Findings endorse the importance of espousing a vision containing reference to customer and staff satisfaction, although the seven attributes variable was not significant in this study. Empowerment of staff and staff personal factor were directly predictive of enhanced customer satisfaction, while motivation and empowerment of staff, and staff personal factor were directly predictive of enhanced staff satisfaction. Practical implications -Retail store managers should develop a store vision containing reference to customer and staff satisfaction. They should communicate their vision, align organisational components with the vision, empower and motivate staff. Staff should also use the vision to guide their work and emotionally commit to the vision. Original/value -While vision is core to vision-based leadership theories, little is known about what characterises an effective vision. This study attempts to uncover this unknown.

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Vision effects in customer and staff satisfaction: an empirical investigation

Kantabutra

Avery

2007

Leadership &Amp; Organization Development Journal

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Re‐framing strategic thinking: the research – aims and outcomes

French

2009

Journal of Management Development

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If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractPurpose -The purpose of the paper is to justify the research programme and describe the conclusions. Design/methodology/approach -This paper is a summary of the aims and results of the research published in two special issues of Journal of Management Development. It argues that there are three fundamental issues that must be examined in order to resolve the conundrums of business strategy: the semantics; the structures; and the epistemology and ontology of the subject. To achieve this aim, four papers (Part 1) cover the literature that allows for a research aim to be developed. In the subsequent papers (Part 2), strategic thinking is reframed. An inductive frame is created to develop a model to help small business principals understand the need to think strategically about their business. The proposition that better strategy can be generated if answers are found to quality questions, rather than quality solutions found for poorly posed questions, is examined. A deductive frame of fundamental questions is created based on this concept and finally a reflective frame, which is "critically anti-management", provides the mechanism for the inductive and deductive frames to be applied to small business. The methodology is presented by French in "Action research for practising managers" in this issue and this paper is the summary of the research. Findings -A research aim is developed: to examine critically the theory of business strategy and reframe strategic thinking in order to develop and test a viable small business strategic process. Thus, strategic thinking is (critically) reframed and emergence explored beyond the (modernist and postmodernist) "box" of traditional strategic management. Practical implications -Small business principals have access to an integrated system of strategic frames that have been developed and tested using action research. Consequently the small business principal can be confident that the strategic process has both academic and practitioner credibility. Originality/value -Parker suggests that little work has been done in the field of strategy in any non-modernist paradigm. The author believes that this may be one of the early comprehensive studies in th...

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Vision effects in Thai retail stores: practical implications

Kantabutra

2008

International Journal of Retail &Amp; Distribution Management

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Purpose -The purpose of this paper is to examine the relationships between vision attributes and content, and customer and staff satisfaction in Thai retail stores, taking into account vision realization factors of vision communication, organizational alignment, motivation of staff and empowerment of staff. Design/methodology/approach -Variables of vision attributes and content, vision communication, organizational alignment, motivation of staff and empowerment of staff were derived from the literature. Data were from store managers, staff and customers of 126 apparel stores in Bangkok. These variables were tested for significant relationships through regression analyses. Findings -Vision attributes is an indirect predictor of improved staff and customer satisfaction. Visions containing images about leadership were positively correlated with customer satisfaction. Motivation of staff is the only direct predictor of enhanced staff satisfaction, while vision, empowerment of staff, organizational alignment, and vision communication are four indirect predictors of improved staff satisfaction. On the other hand, vision, vision communication, empowerment of staff, motivation of staff, and staff satisfaction are five indirect predictors of enhanced customer satisfaction. Practical implications -Retail store managers should develop a store vision characterized by the vision attributes and containing reference to market leadership. They should communicate their vision, align organizational components with the vision and empower and motivate staff according to the vision. Originality/value -While vision is core to vision-based leadership theories, little is known about what characterizes an effective vision. This study explains this unknown.

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Operationalising Vision and Mission

Cited by 3 publications

References 21 publications

Vision effects in customer and staff satisfaction: an empirical investigation

Vision effects in customer and staff satisfaction: an empirical investigation

Re‐framing strategic thinking: the research – aims and outcomes

Vision effects in Thai retail stores: practical implications

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