It is hypothesized that relations between managers' involvement in strategic planning and their perceptions of the organization's environment and its competitive strengths would be influenced by the presence of a salient strategic vision. The authors tested this hypothesis using a sample of upper level managers in a large Fortune 100 corporation undergoing a major strategic transformation. The results indicated that when the vision was more salient, both perceived environmental uncertainty and competitive strengths were more strongly related to strategic involvement These relationships were attenuated when vision salience was low. Implications regarding vision salience and strategic management are discussed.
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