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1 – 10 of over 92000The artistic object is born from an initial moment or state that triggers a creative or creation process. This beginning is described by many as a fleeting moment during which a…
Abstract
The artistic object is born from an initial moment or state that triggers a creative or creation process. This beginning is described by many as a fleeting moment during which a creative idea suddenly arises. I consider here that a creative vision is something that occurs in a very similar way, being able to capture a unified all like the finished artistic object, even if it amounts to a micro instant. This phenomenon uncovers a new form of capturing time and, therefore, a way to face temporality; the past, present and future are united and blend to originate new meanings.
The ‘vision of death’ is a concept that I explored in a musical composition, more specifically in the work Death Vision (On a January Day), in which performance becomes its possibility for representation and materialisation. The composition of the work arises from a personal vision of death, yet, to the performer, it is a construction of his or her own vision through musical interpretation. Be it in ‘vision’ as in ‘death’, some musical aspects connected with time stand out and communicate between themselves in a subtle manner. I will identify these moments through some examples of performances and representations in a cinematographic context, such as Wings of Desire by Wim Wenders (1987), Scena by Tomás Maia and André Maranha (2008) and Vai-e-vem by João César Monteiro (2003), where the visual plan is preponderant.
I will conclude that vision brings with it the possibility to intersect the real and give time back to what it has been missing: its unity. On the other hand, the vision of death in the musical performance finds its moment of fruition in linear time – in the possibility of openness and positivity that time itself gives.
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Drawing on goal setting theory (GST), this study explores the relationship between visionary leadership behavior (VLB) and employee performance, along with the mediating role of…
Abstract
Purpose
Drawing on goal setting theory (GST), this study explores the relationship between visionary leadership behavior (VLB) and employee performance, along with the mediating role of vision commitment and the moderating role of organization resource support.
Design/methodology/approach
We conducted two studies to test hypotheses. Study 1 and Study 2 collected data from 212 and 204 full-time employees and their leaders, respectively. The data were analyzed using hierarchical regression and bootstrapping technique.
Findings
We found that VLB is positively related to employee vision commitment and vision commitment mediates the effect of VLB on employee performance. Organization resource support moderates the effect of vision commitment on employee performance and the indirect effect of VLB on employee performance via vision commitment, such that the two effects are stronger when organization resource support is high.
Originality/value
First, this study reveals the mediating role of vision commitment in the relationships between VLB and employee performance. Second, this study explores the moderating role of organization resource support in the relationship between VLB and employee performance. Third, this study enriches the theoretical perspective of VLB research and expands the application scope of GST.
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The purpose of this paper is to examine the connections between vision statements, leadership and human resource management (HRM) to clarify what contribution HRM has to make in…
Abstract
Purpose
The purpose of this paper is to examine the connections between vision statements, leadership and human resource management (HRM) to clarify what contribution HRM has to make in translating an organizational goal into a vision statement.
Design/methodology/approach
The importance of vision statements is explained. Empirical data are used to illustrate the failure of many companies to exploit the potential of a vision statement. Finally, the role of HRM in formulating a vision statement is discussed.
Findings
“Vision statement” is another term for primary organizational goal. Setting this primary goal is an indispensable task of leadership. If the vision statement is missing, HRM should remedy the situation.
Originality/value
The added value of this paper lies in explaining why vision statements are relevant for both leadership and HRM and the functions and leading role of HRM in actualizing the vision statement.
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The recent introduction of low‐cost vision sensors has greatly increased the range of applications for vision. Within the arena of automated assembly there are a number of tasks…
Abstract
The recent introduction of low‐cost vision sensors has greatly increased the range of applications for vision. Within the arena of automated assembly there are a number of tasks that vision is suited to and these are outlined. Also the idea of distributing vision throughout the assembly process together with networking via Ethernet is examined.
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The organizational behavior and management literature has devoted a lot attention to processes and technology in organizational learning. There has been little work to examine the…
Abstract
Purpose
The organizational behavior and management literature has devoted a lot attention to processes and technology in organizational learning. There has been little work to examine the effect of shared vision on organizational learning. The purpose of this paper is to highlight the importance of shared vision as a development tool to build an organizational learning capability.
Design/methodology/approach
The existing shared vision and organizational learning literature was reviewed, and the salient points on how shared vision promotes organizational learning discussed.
Practical implications
The paper offers a view on how leaders can use shared vision to develop organizational learning capability. Practicing managers would then be able to help promote organizational learning with the shared vision as a guide on what to learn from the internal and external environment.
Originality/value
This paper contributes to the existing organizational learning and leadership literature by introducing the idea of shared vision promoting organizational learning.
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Discusses the background of robot vision systems and examines whyvision‐guided motion for robots hasn’t lived up to the earlypromise. Outlines the different types of robot vision…
Abstract
Discusses the background of robot vision systems and examines why vision‐guided motion for robots hasn’t lived up to the early promise. Outlines the different types of robot vision available and considers the limitation of “computer vision” in most commercial applications. Looks at the difficulties of making effective use of information from a two‐dimensional vision system to guide a robot working in a 3‐dimensional environment and at some of the possible solutions. Discusses future developments and concludes that in the short term, it is probably the opening up of programming to a larger group of potential users, with the facility of graphic user interface, which will have the greatest impact on the uptake of vision for robots.
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Kari Neilimo, Hannu Kuusela, Elina Närvänen and Hannu Saarijärvi
The vision should ignite and facilitate strategic change as well as help a company to transform and reinvent itself in the face of competition. Too often executives use vision as…
Abstract
Purpose
The vision should ignite and facilitate strategic change as well as help a company to transform and reinvent itself in the face of competition. Too often executives use vision as a mere slogan without real relevance. The purpose of this study is to show how the vision guides strategic change.
Design/methodology/approach
A case study from a successful multi-format, multi-industry service business is used to illustrate the role of vision in strategic change management.
Findings
The article illustrates how the vision was used in practice in guiding the strategic transformation process of the case organization. The study presents four focal tasks of the vision and concludes with five practical guidelines for executives.
Originality/value
The article highlights the role of vision as an important tool for managing strategic change.
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J. Henry and C. Preston
A case study by IBM of machine vision implementation in the robotic assembly area of the Automated Logistic Production System used in manufacturing computers.
The familiar song lyric says, “On a clear day, you can seeforever”. It is a nice thought but, in reality, we cannot see veryfar without having a clear, well‐reasoned and mutually…
Abstract
The familiar song lyric says, “On a clear day, you can see forever”. It is a nice thought but, in reality, we cannot see very far without having a clear, well‐reasoned and mutually agreed vision. It is becoming apparent that even our most successful organizations are amazed at their own lack of agreement concerning their corporate vision. It seems that organizations and their members are not always aware that they are running in different directions. In part, they seem to have their vision (a desired end) confused with their goals and objectives (the means to get there). Presents a model for a visioning action plan that is intended to encompass all organizational stakeholders. The model fosters participative agreement concerning who we are now and a vision for who we want to be, as well as the means by which we intend to realize that vision.
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This paper aims to identify the impact of vision on leadership and organizational success. Identify the questions you need to answer before you move your organization forward…
Abstract
Purpose
This paper aims to identify the impact of vision on leadership and organizational success. Identify the questions you need to answer before you move your organization forward, explore the six key elements to effectively communicate your vision, review the conditions that can derail your organization. This paper is informed by Resource Associates Corporation and is modeled from a leadership seminar provided to member associates. Additionally, the paper is influenced by the book Fail Safe Leadership authored by Linda Martin and Dr David G. Mutchler.
Design/methodology/approach
The paper examines the aspects of leadership, vision and organizational success. It discusses why creating a powerful vision is not enough, and how to get everyone focused on the right results. The paper offers a simple exercise that can transform your organization.
Findings
The three most common mistakes organizations make: failure to clearly articulate a vision, failure to communicate the vision effectively, and the misalignment of goals and actions. This paper offers questions, analysis and activities to help the reader discover key strategies for overcoming the barriers to success, and achieving the vision of their organization.
Research limitations/implications
The sources quoted are from the book Fail Safe Leadership authored by Linda Martin and Dr David G. Mutchler.
Practical implications
The paper details key aspects of vision and organizational leadership.
Originality/value
This paper gives a fresh perspective to the importance of vision, leadership and improving performance. It is of value to senior HR professionals and executive teams in companies concerned about aligning vision with action and achieving more effective organizational results.
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