{"id":{"repo_id":"uiuc","oai_identifier":"oai:www.ideals.illinois.edu:2142/19025"},"canonical_url":"https://search.dev.ndltd.org/etd/uiuc/oai:www.ideals.illinois.edu:2142/19025","repository":{"repo_id":"uiuc","name":"University of Illinois - Urbana-Champaign","base_url":"https://www.ideals.illinois.edu/oai-pmh"},"display":{"title":"Communicating shared vision in a scientific research organization","abstract":"A wide body of organizational and leadership literature suggests that individuals develop shared interpretations about organizational vision which facilitate shared attitudes and coordinated behavior. From an interpretive, communication perspective social interaction facilitates shared organizational meanings which underlie consensual attitudes and collective action. Within the context of a scientific research organization technical and project leadership, cohesive or structurally equivalent communication relationships, involvement in invisible colleges through professional activities, and shared demographic characteristics are essential for the development of shared meanings which stimulate unified attitudes and collaborative behaviors among professionals. This study adopts a semantic network approach and relies on observational, interview, and survey data collected from members of a European scientific research center to test the loci and outcomes of shared organizational vision. The first stage of analysis tests the loci of actual and perceived shared vision including leadership (positional, task, and visionary), communication (professional, personal, and external), professional activities (professional association memberships and journal readership), and demographic characteristics. The second stage of analysis tests the outcomes of shared vision and relates all the above factors to attitudinal outcomes (work group coordination and cohesion, organizational commitment, job satisfaction, and internal work motivation), and behavioral outcomes (joint projects, joint work produced, and multi-disciplinary work produced). The results indicate that although only external communication significantly influenced members' overall actual shared vision, a number of variables significantly influenced members' individual vision-themes of moving beyond French nationalism, engaging in interdisciplinary exchange and collaboration, doing parallel computing and supercomputing, and establishing a unique, state-of-the-art Center. Additionally, members' perceptions of shared vision were significantly influenced by format and task leadership, direct communication, professional activities, and work group membership. The results indicate that although the degree of actual shared vision did not significantly influence members' attitudes or behaviors, members' perceptions of shared vision significantly influenced their attitudes about work group coordination, work group cohesion, organizational commitment, pay satisfaction, social satisfaction, and supervisory satisfaction; as well as their collaborative behavior, including joint projects, joint works, and multi-disciplinary works produced. Finally, a number of other leadership, communication, professional activity, and demographic factors significantly influenced members' attitudes and behaviors.","abstract_html":"A wide body of organizational and leadership literature suggests that individuals develop shared interpretations about organizational vision which facilitate shared attitudes and coordinated behavior. From an interpretive, communication perspective social interaction facilitates shared organizational meanings which underlie consensual attitudes and collective action. Within the context of a scientific research organization technical and project leadership, cohesive or structurally equivalent communication relationships, involvement in invisible colleges through professional activities, and shared demographic characteristics are essential for the development of shared meanings which stimulate unified attitudes and collaborative behaviors among professionals. This study adopts a semantic network approach and relies on observational, interview, and survey data collected from members of a European scientific research center to test the loci and outcomes of shared organizational vision. The first stage of analysis tests the loci of actual and perceived shared vision including leadership (positional, task, and visionary), communication (professional, personal, and external), professional activities (professional association memberships and journal readership), and demographic characteristics. The second stage of analysis tests the outcomes of shared vision and relates all the above factors to attitudinal outcomes (work group coordination and cohesion, organizational commitment, job satisfaction, and internal work motivation), and behavioral outcomes (joint projects, joint work produced, and multi-disciplinary work produced). The results indicate that although only external communication significantly influenced members' overall actual shared vision, a number of variables significantly influenced members' individual vision-themes of moving beyond French nationalism, engaging in interdisciplinary exchange and collaboration, doing parallel computing and supercomputing, and establishing a unique, state-of-the-art Center. Additionally, members' perceptions of shared vision were significantly influenced by format and task leadership, direct communication, professional activities, and work group membership. The results indicate that although the degree of actual shared vision did not significantly influence members' attitudes or behaviors, members' perceptions of shared vision significantly influenced their attitudes about work group coordination, work group cohesion, organizational commitment, pay satisfaction, social satisfaction, and supervisory satisfaction; as well as their collaborative behavior, including joint projects, joint works, and multi-disciplinary works produced. Finally, a number of other leadership, communication, professional activity, and demographic factors significantly influenced members' attitudes and behaviors.","abstract_has_math":false,"creators":["Davis, Connie Jane"],"institution":"University of Illinois at Urbana-Champaign","degree_name":"Ph.D.","degree_level":"Dissertation","degree_discipline":"Speech Communication","degree_department":null,"school":null,"contributors":["Contractor, Noshir S."],"advisors":[],"committee_chairs":[],"committee_members":[],"year":2011,"date_issued":"2011-05-07T11:54:41Z","date_published":"2011-05-07T11:54:41Z","updated_at":"2026-07-22T22:25:12Z","subjects":["Social Psychology","Business Administration and Management","Speech Communication","Industrial Psychology"],"languages":["eng"],"rights":["Copyright 1995 Davis, Connie Jane"],"rights_urls":[],"identifier_entries":[{"key":"dc:identifier","label":"Identifier","values":["AAI9543566","(UMI)AAI9543566"],"render_values":[{"text":"AAI9543566","href":null,"code":true},{"text":"(UMI)AAI9543566","href":null,"code":true}]}]},"links":{"outbound_url":"http://hdl.handle.net/2142/19025","outbound_label":"Handle","outbound_source":"dc:identifier"},"metadata_groups":[{"id":"people","label":"People","entries":[{"key":"dc:contributor","label":"Contributor","values":["Contractor, Noshir S."]},{"key":"dc:creator","label":"Author","values":["Davis, Connie Jane"]}]},{"id":"academic_context","label":"Academic Context","entries":[{"key":"dc:date","label":"Dc Date","values":["2011-05-07T11:54:41Z","10000-01-01","1995"]},{"key":"dc:type","label":"Dc Type","values":["text"]},{"key":"thesis:degree_discipline","label":"Discipline","values":["Speech Communication"]},{"key":"thesis:degree_level","label":"Degree Level","values":["Dissertation"]},{"key":"thesis:degree_name","label":"Degree Name","values":["Ph.D."]},{"key":"thesis:institution_name","label":"Thesis Institution Name","values":["University of Illinois at Urbana-Champaign"]}]},{"id":"subjects_keywords","label":"Subjects and Keywords","entries":[{"key":"dc:subject","label":"Dc Subject","values":["Social Psychology","Business Administration and Management","Speech Communication","Industrial Psychology"]}]},{"id":"language_rights","label":"Language and Rights","entries":[{"key":"dc:language","label":"Dc Language","values":["eng"]},{"key":"dc:rights","label":"Dc Rights","values":["Copyright 1995 Davis, Connie Jane"]}]},{"id":"identifiers","label":"Identifiers","entries":[{"key":"dc:identifier","label":"Identifier","values":["AAI9543566","(UMI)AAI9543566","http://hdl.handle.net/2142/19025"]}]},{"id":"additional","label":"Additional Metadata","entries":[{"key":"dc:description","label":"Description","values":["A wide body of organizational and leadership literature suggests that individuals develop shared interpretations about organizational vision which facilitate shared attitudes and coordinated behavior. From an interpretive, communication perspective social interaction facilitates shared organizational meanings which underlie consensual attitudes and collective action. Within the context of a scientific research organization technical and project leadership, cohesive or structurally equivalent communication relationships, involvement in invisible colleges through professional activities, and shared demographic characteristics are essential for the development of shared meanings which stimulate unified attitudes and collaborative behaviors among professionals. This study adopts a semantic network approach and relies on observational, interview, and survey data collected from members of a European scientific research center to test the loci and outcomes of shared organizational vision. The first stage of analysis tests the loci of actual and perceived shared vision including leadership (positional, task, and visionary), communication (professional, personal, and external), professional activities (professional association memberships and journal readership), and demographic characteristics. The second stage of analysis tests the outcomes of shared vision and relates all the above factors to attitudinal outcomes (work group coordination and cohesion, organizational commitment, job satisfaction, and internal work motivation), and behavioral outcomes (joint projects, joint work produced, and multi-disciplinary work produced). The results indicate that although only external communication significantly influenced members' overall actual shared vision, a number of variables significantly influenced members' individual vision-themes of moving beyond French nationalism, engaging in interdisciplinary exchange and collaboration, doing parallel computing and supercomputing, and establishing a unique, state-of-the-art Center. Additionally, members' perceptions of shared vision were significantly influenced by format and task leadership, direct communication, professional activities, and work group membership. The results indicate that although the degree of actual shared vision did not significantly influence members' attitudes or behaviors, members' perceptions of shared vision significantly influenced their attitudes about work group coordination, work group cohesion, organizational commitment, pay satisfaction, social satisfaction, and supervisory satisfaction; as well as their collaborative behavior, including joint projects, joint works, and multi-disciplinary works produced. Finally, a number of other leadership, communication, professional activity, and demographic factors significantly influenced members' attitudes and behaviors.","Made available in DSpace on 2011-05-07T11:54:41Z (GMT). No. of bitstreams: 2 license.txt: 4922 bytes, checksum: 910b249b4beec47e7ab768910c8f966f (MD5) 9543566.pdf: 21435395 bytes, checksum: 7e6df2e244a9cec226518673b0420efb (MD5) Previous issue date: 1995","Item marked as restricted to the 'UIUC Users [automated]' Group (id=2) by Howard Ding (hding2@illinois.edu) on 2011-05-07T14:34:08Z Item is restricted indefinitely.","Restriction data tranferred 2014-07-01T11:12:55-05:00 Original Data Group with Access UIUC Users [automated] Release Date: none Reason: ETDs are only available to UIUC Users without author permission","ETDs are only available to UIUC Users without author permission","U of I Only"]},{"key":"dc:title","label":"Title","values":["Communicating shared vision in a scientific research organization"]}]}],"canonical_facts":{"dc:contributor":["Contractor, Noshir S."],"dc:creator":["Davis, Connie Jane"],"dc:date":["2011-05-07T11:54:41Z","10000-01-01","1995"],"dc:description":["A wide body of organizational and leadership literature suggests that individuals develop shared interpretations about organizational vision which facilitate shared attitudes and coordinated behavior. From an interpretive, communication perspective social interaction facilitates shared organizational meanings which underlie consensual attitudes and collective action. Within the context of a scientific research organization technical and project leadership, cohesive or structurally equivalent communication relationships, involvement in invisible colleges through professional activities, and shared demographic characteristics are essential for the development of shared meanings which stimulate unified attitudes and collaborative behaviors among professionals. This study adopts a semantic network approach and relies on observational, interview, and survey data collected from members of a European scientific research center to test the loci and outcomes of shared organizational vision. The first stage of analysis tests the loci of actual and perceived shared vision including leadership (positional, task, and visionary), communication (professional, personal, and external), professional activities (professional association memberships and journal readership), and demographic characteristics. The second stage of analysis tests the outcomes of shared vision and relates all the above factors to attitudinal outcomes (work group coordination and cohesion, organizational commitment, job satisfaction, and internal work motivation), and behavioral outcomes (joint projects, joint work produced, and multi-disciplinary work produced). The results indicate that although only external communication significantly influenced members' overall actual shared vision, a number of variables significantly influenced members' individual vision-themes of moving beyond French nationalism, engaging in interdisciplinary exchange and collaboration, doing parallel computing and supercomputing, and establishing a unique, state-of-the-art Center. Additionally, members' perceptions of shared vision were significantly influenced by format and task leadership, direct communication, professional activities, and work group membership. The results indicate that although the degree of actual shared vision did not significantly influence members' attitudes or behaviors, members' perceptions of shared vision significantly influenced their attitudes about work group coordination, work group cohesion, organizational commitment, pay satisfaction, social satisfaction, and supervisory satisfaction; as well as their collaborative behavior, including joint projects, joint works, and multi-disciplinary works produced. Finally, a number of other leadership, communication, professional activity, and demographic factors significantly influenced members' attitudes and behaviors.","Made available in DSpace on 2011-05-07T11:54:41Z (GMT). No. of bitstreams: 2 license.txt: 4922 bytes, checksum: 910b249b4beec47e7ab768910c8f966f (MD5) 9543566.pdf: 21435395 bytes, checksum: 7e6df2e244a9cec226518673b0420efb (MD5) Previous issue date: 1995","Item marked as restricted to the 'UIUC Users [automated]' Group (id=2) by Howard Ding (hding2@illinois.edu) on 2011-05-07T14:34:08Z Item is restricted indefinitely.","Restriction data tranferred 2014-07-01T11:12:55-05:00 Original Data Group with Access UIUC Users [automated] Release Date: none Reason: ETDs are only available to UIUC Users without author permission","ETDs are only available to UIUC Users without author permission","U of I Only"],"dc:identifier":["AAI9543566","(UMI)AAI9543566","http://hdl.handle.net/2142/19025"],"dc:language":["eng"],"dc:rights":["Copyright 1995 Davis, Connie Jane"],"dc:subject":["Social Psychology","Business Administration and Management","Speech Communication","Industrial Psychology"],"dc:title":["Communicating shared vision in a scientific research organization"],"dc:type":["text"],"thesis:degree_discipline":["Speech Communication"],"thesis:degree_level":["Dissertation"],"thesis:degree_name":["Ph.D."],"thesis:institution_name":["University of Illinois at Urbana-Champaign"]},"updated_at":"2026-07-22T22:25:12Z"}