Shared vision: a development tool for organizational learning

Abstract

PurposeThe 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.Design/methodology/approachThe existing shared vision and organizational learning literature was reviewed, and the salient points on how shared vision promotes organizational learning discussed.Practical implicationsThe 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.Originality/valueThis paper contributes to the existing organizational learning and leadership literature by introducing the idea of shared vision promoting organizational learning.