Influences of organizational vision on organizational effectiveness

This quantitative study explored the relationship between organizational vision and organizational effectiveness from an organizational theory perspective. The purpose of this study was to increase the base of knowledge on organizational theory pertaining to strategic management by conducting an empirical study showing the relationship between organizational vision and organizational effectiveness while moderating for organizational size and age. This study expected to find that organizations that had organizational visions would have higher degrees of organizational effectiveness than organizations that did not have organizational visions. It further expected to find that institutions with processes that utilized institutional wide input from participants of all levels in the organization would be more effective organizations than those that had only one person's (usually the Chief Executive Officer (CEO)) or the board of director's/trustee's (BOD) input into the process of developing organizational vision. While this research was applicable to many types of organizations (i.e. Fortune 500 corporations, international corporations, and small/medium sized businesses), entrepreneurial organizations were the sample population studied. The proposed survey instrument for data collection was an instrument created by Baum, Locke, and Kirkpatrick (1998) to measure organizational vision. This survey instrument was also used by Kantabutra (2006; 2007). Information for determining organizational effectiveness was calculated from financial statement data.