Influence strategies and shared vision: a study of inter-firm collaborations, multinational companies and their partner organizations in Pakistan with

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.