Corporate Visioning as a Strategy for Organizational Transformation in the Nigerian Textile Industry

Description

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Abstract

The study investigated Corporate Visioning as a strategy for organizational transformation in the Nigerian textile industry. The study therefore had the following objectives among others: (i) to determine the relationship between corporate visioning and employee motivation.

To evaluate the extent of implementation of corporate visioning between the distressed and the non-distressed textile firms in the Nigerian Textile Industry, (iii) to determine the relationship between corporate visioning and organizational transformation.

To identify the impact of visionary leadership on organizational transformation. The study adopted the survey design. Three hundred and sixty-six randomly selected personnel of managerial cadre, senior staff and junior staff from a population of 7,787 participated in the study.

The personnel were made up of 3,022 from the distress operating textile firms and 4,765 from the non-distressed operating textile firms.

Seven instruments (Corporate Visioning Inventory, Employees Motivation Inventory, Implementation of Corporate Visioning Scale, Innovation Inventory, Organizational Transformation Inventory, Corporate Visioning Impact Scaleand Visionary Leadership Scale) were used for data collection.

Introduction

Vision was mostly a concept of researchers who studied political leadership and the leadership of social or religious movements before the 1980s (Kantabutra, 2008a:128). It was rarely considered within the leadership and corporate literature. Only in the past couple of decades has vision been extensively discussed in the corporate sector.

In this context, the use of vision has been widely exhorted as one of the main characteristics of effective leaders and organization (Bryman, 1992:31-45; Humphreys, 2004:96: Conger&Kanungo, 1987:637-647). Some theorists believe that vision reflects the company’s image of some future state, which will be the ideal achievement of the organization.

Organization sets this as its vision for example, to be a world -class manufacturing organization, a pace setter in the industry or a business leader. Having a vision means having knowledge of where to go and a greater control over the future.

Not only is vision an idea or image of a desirable future, but the right vision can also actually jumpstart the future of the organization by mobilizing people into action toward achieving it (Nanus, 1992:44). E ffective vision provides a word picture of what the organization wants to become eventually which may be five, ten or fifteen years in the future.

This statement is not only an abstract but it contains a concrete image of the desired state and provides also foundations for future strategies and objectives.

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