Abstract:
Shared vision has garnered debate among organizational practitioners and academics for a
number of years. Current inquires largely concentrate on the role of shared vision within the
context of vertical integration between employees and various departments inside the firm.
Shared vision has also been investigated in a closed paradigm without the indication of other
variables which may influence the phenomena. Little is known about the nature or role of shared
vision in inter firm or horizontal relationships along the supply chain along with the strategies
used by one firm to modify behavior of the other. The present study examines the inter-firm
relationship via multinationals and their partner organizations in Pakistan. Influence strategies
and its correlation with shared vision as measured from the partner organizations perspective in
Pakistan is studied. Data is collected from private sector organizations using the survey method.
Influence strategies and shared vision as identified in literature are taken for this research. All
the variables had a high score on the reliability tests. Results indicate that there is a positive
relationship of influence strategies and shared vision. Furthermore there was a significant
positive relationship of non-coercive influence strategies and shared vision. Firm demographics
such as the age of the firm and the number of employees also showed significant positive
relationship with shared vision.
