CORPORATE VISIONING AS A STRATEGY FOR ORGANIZATIONAL TRANSFORMATION IN THE NIGERIAN TEXTILE INDUSTRY
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.