ABSTRACT
The study investigated Corporate Visioning as a strategy for organizational
transformation in the Nigerian textile industry. The study therefore had the following
objectives among others: (i) to determine the relationship between corporate visioning
and employee motivation, (ii) to evaluate the extent of implementation of corporate
visioning between the distressed and the non-distressed textile firms in the Nigerian
Textile Industry, (iii) to determine the relationship between corporate visioning and
organizational transformation, and (iv) to identify the impact of visionary leadership on
organizational transformation.
The study adopted the survey design. Three hundred and
sixty-six randomly selected personnel of managerial cadre, senior staff and junior staff
from a population of 7,787 participated in the study. The personnel were made up of
3,022 from the distress operating textile firms and 4,765 from the non-distressed
operating textile firms. Seven instruments (Corporate Visioning Inventory, Employees
Motivation Inventory, Implementation of Corporate Visioning Scale, Innovation
Inventory, Organizational Transformation Inventory, Corporate Visioning Impact Scale
and Visionary Leadership Scale) were used for data collection. Frequency, percentage,
means, standard deviation, Person’s Product Moment Correlation, t-test and regression
analysis were used for data analysis. Based on the results of the study, significant
positive relationship exists between Corporate Visioning and employee motivation. The
study also found that there is no difference in the level of implementation of Corporate
Visioning in both the distressed and non-distressed textile firms. The study further found
that visionary leadership significantly impacts on the organizational transformation. The
study concluded on the note that the awareness of Corporate Visioning was very high in
the industry, yet the implementation was very low. It also concluded that the application
of corporate visioning in the firms within the industry is relative low and as such real
transformation has not taken place in the industry. It was recommended among others
that in order to enable the industry to have a pool of trained workers, academic
institutions should actively come forward (along with industry) and design courses to suit
the industry’s needs.
In view of the growing globalization of the world economy,
government continued ban on imported fabrics had never worked and will never work.
The way out is for the industry to be totally transformed-starting from the design,
production process and eventually to marketing process. All these can be achieved
through corporate visioning. This will help the industry to grow and face the challenges
which are bound to be in the free market. As contributions to knowledge, our model
systematizes the literature, offering more direction to those seeking practical ways of
thinking about vision creation and implementation, Secondly, by providing this structure
to the literature, we hope it will help shape future research in this domain, clarifying
potential links, and providing a roadmap to understanding the existing literature along the
way.
Keywords: Corporate vision, strategy, innovation, transformation, visionary leadership.
