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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 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.

The existing shared vision and organizational learning literature was reviewed, and the salient points on how shared vision promotes organizational learning discussed.

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.

This paper contributes to the existing organizational learning and leadership literature by introducing the idea of shared vision promoting organizational learning.

This paper explores the expressed meanings that 60 middle managers attach to the concept of a shared strategic vision by providing a brief review of the business and management literature and the role of organisational learning. It continues by identifying the meanings and skills that these middle managers from a large international corporation attach to the achievement of a shared vision within a framework of Senge’s skills. A further element uncovered by the research is recorded; how the managers express their concerns regarding the reasons, as they see them, why a shared vision is not a feature of their organisation. A conclusion is reached that these middle managers believe implicitly that a shared strategic vision is desirable. Further that engagement in the activity described in the paper provides an opportunity for the managers to reflect on their organisation within the concept of organisational learning and the skills that are needed to take this concept forward.

Drawing on the social exchange theory, this study examines the impact of self-sacrificial leadership on employee creativity and explores the mediating role of employees' creative process engagement and shared vision, along with the multilevel moderating role of shared vision.

The data were collected from 78 R&D teams, and hierarchical linear model and bootstrapping analysis outlined by Hayes were used to test the hypotheses.

Self-sacrificial leadership exerted a significantly positive impact on employee creativity, employees' creative process engagement and shared vision, whereas employees' creative process engagement and shared vision mediated the relationship between self-sacrificial leadership and employee creativity, respectively. Moreover, shared vision significantly moderated the relationship between employees' creative process engagement and employee creativity, such that the higher the shared vision, the stronger the relationship between employees' creative process engagement and employee creativity.

Organizations and managers should provide leadership development training programs, such as leadership skills and abilities, to exhibit their self-sacrificing behaviors. Besides, while team leaders set an example for employees, in turn, spurring employees' creative process engagement, they should also elucidate the team/organization mission, amplify the publicity and employees' understanding of the mission.

This study advances the self-sacrificial leadership and creativity literature by establishing employees' creative process engagement and shared vision as crucial mediators and shared vision as boundary condition in the relationship between employees' creative process engagement and employee creativity, as well as stressing the theoretical research of leadership and creativity.

This paper aims to examine the possible benefits and effects of shared vision and integration on entrepreneurial management for new Chinese ventures. By examining new enterprises, rather than already established and operating firms, this study can better demonstrate the impact of shared vision and internal or external integration on entrepreneurial performance. The empirical analyses demonstrate the importance of shared vision and both types of integration for new ventures, particularly enterprises in China.

This study collected data from firms in Greater China, including China, Taiwan and Hong Kong. Five hypotheses were tested, for which the total sample size was 246 respondents. Confirmatory factor analysis and structural equation modeling were applied for statistical analyses.

The results indicate that entrepreneurial vision correlates positively with shared vision. In its turn, shared vision correlates positively with internal integration and external integration. Furthermore, internal integration correlates positively with entrepreneurial performance. Although external integration is essential during new enterprise establishment, analytical results indicate that external integration is not strongly correlated with entrepreneurial performance.

Shared vision plays a critical role in the integration process during the establishment of new enterprises. The results of this study show that newly established firms need to put more efforts than do operating firms into integrating external resources.

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This study contributes to a better understanding of the effects of shared vision and the different kinds of integration on entrepreneurial management. Knowing the driving forces behind these phenomena may help new firms to engage more actively in resources integration and enhance their entrepreneurial performance.

The purpose of this paper is to extend understanding of the success of the six sigma quality management initiative by investigating the effects of six sigma teamwork and statistical process control (SPC) on organizational‐shared vision.

The information used comes from a larger study, the data for which were collected from a random sample of 237 European firms. Of these 237 organizations, 58 have implemented six sigma. Structural equation modelling (SEM) was used to test the hypotheses.

The main findings show that six sigma teamwork and SPC positively affect the development of organizational‐shared vision. A positive but not significant influence is also observed between shared vision and organizational performance.

Positive effects found in this study should be investigated further employing a larger sample of six sigma firms and including other variables such as organizational learning. Further, the effects of these variables on performance should be measured with real results from firms to test possible direct and indirect influence on performance.

The findings of this study offer a justification of six sigma implementation in firms. This study provides the authors with an in‐depth understanding of some structural elements that characterize the six sigma methodology, enabling the authors to provide an explanation for its success.

There is little empirical research on the positive effects of six sigma implementation and even less that explains the success of six sigma initiatives. This paper contributes to filling this gap. It also contributes to emerging literature on how the development of shared vision affects organizational performance.

The purpose of this paper is to evaluate the relationship between actions taken by front-line managers and actions taken by employees as the organization progresses toward a new-shared vision. The shared vision to alter the organization's learning structures was communicated by the leadership team. The research evaluates if the actions speak louder than the words.

The actions analyzed in the study are completion of curriculum courses designed by the Learning and Professional Development team to progress the organization toward the new vision. Pearson's Product Moment Correlation was calculated to determine the nature and strength of the relationship or learning actions between the employee and first line managers.

Results indicate that a moderate positive relationship exists between employee and first line manager actions. The relationship highlights the importance of integrating an action element into the launch of a new-shared vision.

Shared visions are a fundamental building block in reaching generative learning. One method to improve employee internalization of the shared vision is to create actions whereby the employee can experience elements of the vision. These experiences further the communications and build steps toward employee commitment and internalization.

In response to environmental uncertainty, organizations rely on independent, empowered teams to increase their responsiveness to change. The purpose of this paper is to analyze how objectives and key results (OKRs) can contribute to creating a shared vision which keeps the different, empowered teams aligned.

Through a qualitative study, this paper develops a conceptual model of how OKRs lead to a shared vision. The authors interview professionals in nine organizations differing in size and industry who recently introduced agile, focusing on the main hurdles encountered and benefits obtained from the methodology.

The findings confirm that OKRs are an effective goal-setting methodology and suggest that their successful implementation builds on the new ways of organizing introduced by the agile methods. Moreover, the findings suggest that OKRs contribute to developing a shared vision and increase the alignment: first, the organizational vision becomes clear and its definition is participatory; second at the team level, individuals align around a shared team vision through participative definition of objectives.

The contribution of the paper is two-fold: this study provide an overview on the methodology, which is diffused from a practice perspective, but has not yet been addressed from a theoretical point of view. And this study connects OKRs to extant theory on goal-setting and vision development. This study shows they act as a coupling mechanism which helps empowered and independent teams together.

The purpose of this paper is to investigate the influences of cultural intelligence, feedback-seeking behavior and shared vision as a mediator on bi-directional knowledge transfer involving expatriates and host country nationals (HCNs).

This paper integrates the signaling theory, the social capital theory and the anxiety and uncertainty theory in investigating the relationships between predictors and knowledge transfer in a bi-directional manner. The participants of the study were 125 expatriate-HCN pairs of MNCs and local organizations in the areas of Klang Valley, Malaysia.

Shared vision was found to significantly mediate the influences of cultural intelligence and feedback-seeking behavior on knowledge transfer as perceived by the respective respondents.

Co-existence between expatriates and HCNs leads to many organizational outcomes including knowledge transfer. This paper additionally provides theoretical and practical implications to human resource practices.

The development of an effective corporate vision is a necessary issue for corporate performance, and it is a key issue for corporate sustainable development as well. The recognition of questions like “what is the role of corporate vision in corporate performance” is directly related to the attitude and practice of entrepreneurs and managers toward the development of corporate vision as well as the effectiveness of the corporate vision itself. To better answer the questions concerning the role of corporate vision development and effectively guide the practice of corporations, the authors study the pathways and mechanisms by which corporate visions operate to assist businesses in achieving high performance.

The article completes the construction of indicators to measure each dimension of the corporate vision in line with social cognitive theory and analyzes the relationship between corporate vision and corporate performance by combining qualitative comparative analysis (QCA) and necessary condition analysis (NCA) research methods. The article provides insights into the logic of constructing and adjusting corporate visions from a process perspective.

The mechanisms by which corporate visions can be articulated, accepted and transformed within the organization are also the means by which corporate visions can improve corporate performance. In a dynamic environment, the corporate vision setting and acceptance process integrates the requirements of various stakeholders, leading to the adjustment and acceptance of the corporate vision. As a result, the vision has continuous validity in a changing environment. Both start-ups and non-start-ups can benefit from the guidance provided by a strong corporate vision in overcoming a variety of issues and obstacles to produce strong business performance.

This is the first study that shows the relationship between corporate vision and corporate performance from a process perspective. The authors are interested in understanding which characteristics for building a corporate vision are more accepted by organizational members and, in turn, create high corporate performance. The authors also explore the conditions for corporate vision acceptance. This research has positive implications for shedding some light on the mechanisms by which corporate visions improve corporate performance.