Shared vision and organizational commitment: a case study at EMBRACON – empresa brasileira de consórcios

Ana Maria Andreazza Araújo Leite, José Ferreira Filho, Augusto César de Aquino Cabral, Sandra Maria dos Santos, Maria Naiúla Monteiro Pessoa

Abstract


The article aims at investigating the relationship between management practices implemented by Embracon – Brazilian Company Consortium, in Fortaleza, Ceará, to build shared vision and the organizational commitment. The case study was conducted using the qualitative method, a descriptive, survey data with secondary internal company documents, and application of semi-structured interviews for data collection from the perspective of unit managers. It was observed that the company adopts practices to develop shared vision. The managers had shown a great level of satisfaction and affective commitment as well as their team. There is also a strong and direct relationship between the CEO and all employees of the organization. There is also a prevailing bond of affection between the employees and the employer. The company has a personal meaning for the employees and most of them intend to keep working there until retirement, thus presenting a great level of commitment.




DOI: https://doi.org/10.5902/1983465910866


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Revista de Administração da UFSM. Brazilian Journal of Management

Universidade Federal de Santa Maria, Santa Maria, Rio Grande do Sul, Brasil, eISSN 1983-4659