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Babnik, Katarina, Kristijan Breznik, Valerij Dermol, and Nada Trunk Širca. "The mission statement: organisational culture perspective." Industrial Management & Data Systems 114, no. 4 (2014): 612–27. http://dx.doi.org/10.1108/imds-10-2013-0455.
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Purpose – The purpose of this paper is to contribute to the understanding of mission statement contents and its function in guiding employee's behaviour from the organisational culture (OC) perspective. Design/methodology/approach – The research is based on a mixed method approach. The quantitative content analysis of mission statements was performed on a sample of 222 Slovenian companies. Mission statement's keywords were analysed with exploratory factor analysis. Advanced network analytic approaches such as PathFinder algorithm were utilised to obtain better understanding of interrelatedness of underlying mission components. Three interviews with the top managers were performed as well. Findings – The mission statement content analysis identified five associated organisations’ orientations: concern for stakeholders, orientation towards stability, orientation towards cooperation and innovation, and development and growth. The interviews confirm missions’ role in communicating the espoused or declared OC, although different approaches to achieve employees’ commitment to the organisation's mission can be identified in regard to the size of the organisation. Originality/value – The cultural approach to the analysis of mission statements confirms that the mission statements incorporate basic contents of OC. The methodology applied gives new possibilities in the research of OC perspective of strategic statements.
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Templeton, Emerald, Bridget Love, Beverly H. Davis, and Melvin Davis, Jr. "Illusions of Inclusion: University Policies that Perpetuate Exclusion of Students of Color." JCSCORE 2, no. 1 (2018): 87–115. http://dx.doi.org/10.15763/issn.2642-2387.2016.2.1.87-115.
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 The purpose of this paper is to explore the policies, practices and procedures of inclusion across three universities in the San Francisco Bay Area: Stanford University, the University of San Francisco, and the University of California at Berkeley. Using a rubric which measures inclusion based on a three point set of criteria (equity, sustainability, and mission-alignment), the authors analyzed four common statements in which inclusion policies for traditionally marginalized students and students of color are contained: university mission statement, diversity program mission statement, diversity statement, and values/goals statements. The analysis revealed that although the values/goals statements align with the missions of the three institutions analyzed, there is often incongruence between the diversity program mission and diversity statements and the missions of the universities. This tension reflects the practice of institutions of higher education to draft policies that reflect inclusion language for diverse populations without making the necessary structural changes that impact values, attitudes, and practices.
 
 
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Alegre, Inés, Jasmina Berbegal-Mirabent, and Adrian Guerrero. "Mission statements: what university research parks tell us about timing." Journal of Business Strategy 40, no. 5 (2019): 46–53. http://dx.doi.org/10.1108/jbs-11-2018-0191.
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Purpose Mission statements are a key element of any organization. Ideally, the mission statement should be written at the initial stages of an organization’s life to be a useful tool to guide future organization’s decisions and strategy. However, at the early stages of an organization’s life, the organization might still be under development with the objective and stakeholders not yet well-defined, and therefore, stating the mission so early on, might neglect some important elements. In this paper, the authors explore the difference in mission statement quality between missions that have been created at the birth stage of an organization versus missions that are just explicitly formulated once the organization is already well-established and an underlying implicit mission already exists. The authors use as an empirical setting university research parks. Design/methodology/approach The authors evaluate mission statement quality using content analysis. The authors then test the differences on mission statement quality between two groups of research parks, those that have followed a creation strategy versus those that have followed a formulation strategy, using mean of differences test. Findings The authors find that a formulation strategy produces more complete mission statements than the creation strategy. Research parks that have followed a formulation strategy include in their mission statements more references to relevant stakeholders, such as investors, than parks following a creation strategy with respect to their mission statement. Research limitations/implications The research setting is Spanish Science Parks. This research setting is appropriate to answer the research question, as two Park creation strategies, planned and unplanned, allow the researchers to clearly differentiate between two mission conception strategies. However, the sample size is rather small. Practical implications Research has shown that a well-defined mission helps organizations focus and strategy formulation. The authors’ research offers some guidance on how to achieve a high-quality mission statement which will, in turn, help organizations have a better definition of their purpose. Originality/value Research until now has assumed that the mission statement should be formulated at the initial stages of the organization’s life. The authors’ research shows that defining the mission statement later in the process creates higher-quality mission statements that better reflect the organizations purpose and relevant stakeholders.
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Nam, Sujung, Ji Hye Song, and Kiwook Ha. "A content analysis of mission and vision statement of NGOs: Focusing on Korean international development NGOs." Korean Association of NGO Studies (KANGOS) 18, no. 1 (2023): 237–73. http://dx.doi.org/10.35225/kdps.2023.18.1.237.
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Non-governmental organisations (NGOs) express their guiding principles and philosophy by defining their mission and vision. Mission and vision make obvious the social issues that NGOs seek to address. Using them wisely will help NGOs allocate their scarce resources better and improve communication with internal and external stakeholders. Despite the significance of mission and vision, more study focusing on NGOs is still needed. This study examines the mission and vision statements of NGOs working on international development in Korea. All KCOC (Korea NGO Council for Overseas Development Cooperation) member organisations’ missions and vision statements were reviewed for this. Based on the eight components of a mission statement identified by Pearce and David(1987), we examined the mission and vision statements of the international development NGOs in Korea. One of the key findings is that international NGOs and organisations with a lengthy history are more likely to have mission and vision statements. Secondly, the mission and vision statements comprise 4.1 components on average. The contents of the mission and vision statements of national NGOs and organisations founded in the 2000s or later are more diverse. Lastly, the organisation’s mission and vision statements most frequently refer to the organisation’s philosophy. The organization’s target, location, problems to be addressed, services, public images, growth, and technology were followed.
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Aftab, Faisal, Hoda Mahmoud AboAlsamh, Shabir Ahmad, and Kamran Ahmed Siddiqui. "Developing ideal mission statements: lessons learned from top global organizations." E3S Web of Conferences 420 (2023): 06048. http://dx.doi.org/10.1051/e3sconf/202342006048.
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A mission statement is the most visible element of an organizational strategy; it ought to be effective in terms of reflecting its purpose. Particularly, top global brands, corporations, and business schools are expected to have modular mission statements that comply with the definition of an ideal mission statement. To determine how closely they adhere to the components of an ideal mission statement, this study compares the actual mission statements of the top organizations with the desired ideal mission statement. The study employed a meta-content analysis approach to analyze the mission statements of 400 organizations from diverse sectors, including Interbrand’s top 100 global brands, Financial Times ranked top 100 business schools, and top 100 conventional and top 100 Islamic banks. For each type of organization and for the whole sample, mission statements were analyzed for how many and what components they frequently include in their mission statements. The results show that only 5 percent of these organizations have perfect mission statements indicating majority do not prioritize creating mission statements that contain all the necessary components. The components such as self-concept, products and services, and customers were the most frequently communicated concerns, indicating a high level of importance on conveying identity, offerings, and relationships with customers whereas concerns for employees, public image, and technology were severely overlooked. The findings suggest a discrepancy between academia and industry regarding what constitutes an ideal mission statement inviting further research to better understand the components of an ideal mission statement and how they align with real-world statements. This research assists organizations in identifying gaps in their mission statements and aligning them with their organizational values, goals, and strategies by providing thorough theoretical and practical implications in the end.
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Zimdahl, R. L., and R. L. Speer. "Agriculture's mission: Finding a partner." American Journal of Alternative Agriculture 16, no. 1 (2001): 35–46. http://dx.doi.org/10.1017/s0889189300008857.
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AbstractWhat is the mission of agriculture and what techniques are used to accomplish the mission? This paper examines mission statements of agribusiness companies, agricultural producers, and environmental groups. One hypothesis is that agricultural producer groups share missions and objectives with environmental groups and their mission statements should demonstrate shared goals. A second hypothesis is that agricultural producer groups do not share missions or objectives with agribusiness companies and their respective mission statements should demonstrate their lack of common interests. The paper also asks which of these three groups will be the best sources of intellectual and other support as land-grant universities strive to fulfill their respective missions. It is not obvious from the mission statements that the three groups studied share missions or objectives. The mission statements neither reveal clear information on the second hypothesis, that agricultural producers do not share missions or operational objectives with agribusiness companies, nor do the mission statements demonstrate their lack of common interests. Analysis of mission statements is one place to learn which groups have common goals and should work together. But this is only a beginning.
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Bortnowska, Hanna, and Bartosz Seiler. "CSR in mission statements of Polish chemical industry companies (content analysis results)." Management 26, no. 2 (2022): 1–23. http://dx.doi.org/10.2478/manment-2019-0093.
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Summary Due to the specific nature of their activities, chemical companies are exposed to significant reputational risk. One way to reduce this risk is by implementing a CSR policy. CSR can be built into the company’s strategy and communicated as a mission statement. The purpose of the article was to determine: 1. the types of values which chemical industry companies in Poland display in their mission statements, 2. if chemical industry companies in Poland display CSR values in their mission statements, 3. if these companies differ from others operating in the chemical sector in Poland in terms of displaying CSR in mission statements. The research was carried out through the Iramuteq program, which enabled content analysis of the collected research material. A total of 197 missions were analyzed to find that less than half of the examined chemical companies in Poland display CSR-related values sensu stricto in mission statements. It was also found that chemical companies (production-commercial) highlighted CSR values in their mission statements more often than analagous service-trade companies.
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Ackoff, Russel L. "Mission statements." Planning Review 15, no. 4 (1987): 30–31. http://dx.doi.org/10.1108/eb054196.
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Mullins, Clare. "Mission statements." BMJ 332, no. 7554 (2006): gp229.2—gp230. http://dx.doi.org/10.1136/bmj.332.7554.sgp229-a.
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Sidhu, Jatinder. "Mission Statements:." European Management Journal 21, no. 4 (2003): 439–46. http://dx.doi.org/10.1016/s0263-2373(03)00072-0.
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Campbell, Andrew. "Mission statements." Long Range Planning 30, no. 6 (1997): 931–32. http://dx.doi.org/10.1016/s0024-6301(97)00084-8.
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Ashurst, Adrian. "Mission statements." Nursing and Residential Care 2, no. 10 (2000): 499. http://dx.doi.org/10.12968/nrec.2000.2.10.7688.
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Douglas, Max E. "Matching Personal Mission Statements with Corporate Mission Statements." Journal of Management Education 18, no. 2 (1994): 241–45. http://dx.doi.org/10.1177/105256299401800209.
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Ward, Russell E. "Buried Accomplishments: Institutional Isomorphism in College Athletics Mission Statements." International Journal of Sport Communication 8, no. 1 (2015): 18–45. http://dx.doi.org/10.1123/ijsc.2014-0018.
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Despite suggestions that mission statements represent a strategic component of organizational communication, there has been little research of these documents in athletic departments at U.S. colleges and universities. The purpose of this research was to explore the relationship between mission statement content and athletic department accomplishments in National Collegiate Athletic Association (NCAA) Division I schools (N = 343). The content analysis of mission statements revealed that athletics missions do not differentiate accomplished from less accomplished athletic programs. Athletic departments with strong traditions of promoting the academic advancement of student-athletes, achieving gender equity, and complying with NCAA rules tend to reference these distinctions in the same way as departments with less favorable histories. Grounded in institutional theory, this article describes the external pressures toward sameness rather than differentiation in mission statement content. Implications for intercollegiate athletics and higher education are discussed.
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Powers, Edward L. "Organizational Mission Statement Guidelines Revisited." International Journal of Management & Information Systems (IJMIS) 16, no. 4 (2012): 281. http://dx.doi.org/10.19030/ijmis.v16i4.7304.
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This paper provides appropriate guidelines for writing organizational mission statements. A planning framework is presented as a reference point for seeing where a mission statement fits into the planning process. Examples are provided of guidelines typically recommended for use in writing a mission statement, and some samples of organization mission statements are presented in order to illuminate the variety of approaches used in practice. New guidelines for mission statement content are recommended.
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Campbell, Kendall M., and Dmitry Tumin. "Mission matters: Association between a medical school’s mission and minority student representation." PLOS ONE 16, no. 2 (2021): e0247154. http://dx.doi.org/10.1371/journal.pone.0247154.
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Increasing enrollment of students who are underrepresented in medicine has been a priority of United States (US) medical schools. The authors sought to compare how increasing minority student representation factors into mission statements, statements of values, and strategic action plans at top research-oriented US medical schools and US medical schools with a social mission. A Web search was performed to locate three documents for each medical school: the mission statement; a statement of values; and a strategic plan. Data were retrieved on the number of underrepresented minority graduates and total graduates from each school in the graduating classes of 2015–2019. The number and percentage of graduates during this period were compared according to schools’ mission statements using rank-sum tests. Other quantitative study data were compared by school mission using Fisher’s exact tests. Five of the schools with a social mission (25%) and none of the schools with a research mission had a mission statement that addressed increasing representation of underrepresented minority students in the medical school (p = 0.047). Schools with a mission statement that addressed this group had a higher proportion of those graduates during 2015–2019 (median 66%; IQR 28%, 68%) compared to schools that did not address this in their mission statement (median 10%; IQR 6%, 13%; p = 0.003). More research is needed to explore the association between US medical school mission statements and the representation of underrepresented students in medical education, especially at research-oriented medical schools.
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Alegre, Inés, Jasmina Berbegal-Mirabent, Adrián Guerrero, and Marta Mas-Machuca. "The real mission of the mission statement: A systematic review of the literature." Journal of Management & Organization 24, no. 4 (2018): 456–73. http://dx.doi.org/10.1017/jmo.2017.82.
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AbstractA mission statement is a widely used strategic tool that emphasises an organisation’s uniqueness and identity. It was in the early 1980s that academics, managers, and consultants recognised the need for explicitly formulating a mission statement in organisations. Since then, mission statements have remained as a popular strategic tool in organisations. This article conducts a systematic literature review to synthesise research on mission statements. The analysis of the 53 articles selected includes a bibliometric and content analysis. According to their perspective, the works selected were grouped into four thematic areas: (1) mission statement development, (2) mission statement components, (3) mission impact on employees, and (4) mission impact on performance. The overreaching conclusion is that mission statements are widely used in practice but poorly researched in theory. Most articles adopt a managerial phenomenon-based strand, lacking a deep theoretical foundation. The article ends with suggestions for further research in terms of theory, practice, and methodology.
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Hove, Muchativugwa. "(O)mission statements." Communicare: Journal for Communication Studies in Africa 37, no. 1 (2022): 1–16. http://dx.doi.org/10.36615/jcsa.v37i1.1563.
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This paper interrogates the mission statements and strategic development plans of two universities in South Africa in order to unpack both the deficit and surplus messages embedded in them. One of the universities is located in a rural setting and was classified as formerly disadvantaged, while the other one was a formerly white and privileged university. This article is a qualitative study andemploys a content and discursive analytic approach, together with McLaren’s (1994) typological framework on the four forms of multiculturalism in order to interrogate the mission statements and strategic development plans of the two universities in question. Both the mission statements and the strategic development plans are examined for the ways in which they discursively identify whois included and excluded from the realisation and attainment of the missions and development plans of the two universities studied. The article argues that specific discourse patterns emerge from the two universities’ mission statements and strategic development plans to the extent that either marginalising messages or promissory and empowering messages are conveyed inadvertently in the inscriptions. The article ultimately suggests that there is a need for a shift from a deficit discourse to looking critically and reflexively at current university practices and shortcomings in the use of discourse patterns to include or exclude significant agents in both the crafting and implementation of the principalities embedded in their mission statements and strategic development plans.
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Alolayan, Fahad Saleh, Wided Ragmoun, and Hanene Saidi. "An Exploratory Approach of the Mission Statement: Case of Saudi Arabia Business Schools." International Journal of Business and Management 13, no. 3 (2018): 200. http://dx.doi.org/10.5539/ijbm.v13n3p200.
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Many studies on mission statements have applied one of three perspectives, those of components, stakeholders, and objectives, in their content analysis studies. This current study analyzed the mission statements of Saudi business schools by using the three perspectives together. Data were collected from 22 Saudi business schools’ mission statements. The results show that Saudi business schools’ mission statements are not well formulated, given that the majority of mission statements' objectives are totally absent, and the components and stakeholders are moderately mentioned in the studied missions. Drawing upon the three aforementioned perspectives, the results of this study provide business schools with valuable guidance to formulate accurate and effective mission statements.
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Sidhu, J. S. "Mission-statements en bedrijfsprestatie." Maandblad Voor Accountancy en Bedrijfseconomie 77, no. 10 (2003): 470–79. http://dx.doi.org/10.5117/mab.77.11788.
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Er wordt vaak beweerd dat mission-statements tot betere bedrijfsprestaties leiden omdat ze strategieformulering en -implementatie bevorderen. Echter, empirisch bewijs hiervoor ontbreekt. De laatste jaren heeft dit geleid tot een afname van het vertrouwen van managers in mission-statements. Dit artikel doet verslag van een empirisch onderzoek naar missionstatements in de Nederlandse multimediasector. Het onderzoek richt zich zowel op de inhoud als het procesaspect van missionstatements. De bevindingen zijn consistent met de veronderstelling dat een mission-statement tot superieure bedrijfsprestatie leidt. Het artikel gaat verder in op de implicaties van de bevindingen voor het management van bedrijven.
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Simon, Jessica K., Megan McDonald Way, Lidija Polutnik, and Jeremy Albright. "Linking college mission statements to cost containment strategies." International Journal of Educational Management 33, no. 4 (2019): 792–804. http://dx.doi.org/10.1108/ijem-04-2018-0124.
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Purpose Leaders at higher education institutions (HEIs) in the USA experience substantial pressure to contain costs while advancing their educational missions. The purpose of this paper is to explore the association between publicly stated academic cost-containment objectives found in HEI’s strategic plans and mission statements, which help to unify stakeholders and link strategy to an organization’s purpose. Design/methodology/approach This paper analyzes mission statements and strategic plans of 57 small, private HEIs in the Northeastern USA. HEIs in this sample published strategic plans with an explicit cost-containment goal. Mission statements were analyzed for readability. Thematic analysis was conducted using the balanced scorecard approach. Associations between a stated academic cost containment goal and mission statement themes are presented using logistic regression. Findings Mission statements of HEIs focused on academic cost containment are wordier and more varied. They tend not to mention “liberal arts,” a potential signal of a high-quality, high-cost school; less selective schools may be more likely to emphasize academic cost cutting. Research limitations/implications This paper contributes to the literature demonstrating mission statements’ role in goal setting. Further, it considers college costs from college administrators’ perspectives. Given the small sample size, future work should expand the sample and use case studies to explore how mission shapes or constrains strategic objectives. Originality/value This is the first paper using qualitative and quantitative analysis to explore the association between the mission statements of small HEIs and academic cost containment goals in strategic plans, documents intended to support differentiation in a crowded market.
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Coker, David. "A Mission Statement Does Not a Mission Make: A Mixed Methods Investigation in Public Education." International Education Studies 15, no. 1 (2022): 210. http://dx.doi.org/10.5539/ies.v15n1p210.
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Public schools widely use mission statements, and many educational administration programs teach mission statements as a necessary lever for school improvement. A mixed methods investigation examined three levels. An experiential phenomenological analysis examined graduate students’ experiences with mission statements within their own schools and professional life. A thematic analysis examined 80 schools in the Midwestern United States, broken down by high and low performance on state academic testing, ecological differences, quantitative structures of the mission statement, and qualitative themes and dimensions. A meta-synthesis compared findings with previous research. There were structural differences in mission statements, but the conclusion was mission statements were a legacy practice which served the political spectacle, and practitioners adopted the practice out of conformity. There was no direct evidence mission statements achieved the stated purpose. Recommendations were made to refashion mission statements and the school improvement process around four factors.
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Junqueira, Emanuel, Reinaldo Camacho, and Eric Ferreira dos Santos. "Analysis of the level of disclosure of the mission statements of large Brazilian companies,." Revista Contabilidade & Finanças 32, no. 85 (2021): 13–28. http://dx.doi.org/10.1590/1808-057x202009810.
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ABSTRACT The aim of this study was to verify the level of disclosure of the survival, growth, and profitability (SGP) construct in the mission statements of Brazilian companies and in the collective discourse of different economic sectors, classified according to the “Biggest & Best” Annual published by Exame Magazine. The research seeks to fill the gap in the field by studying the disclosure of the SGP construct in the mission statements of large Brazilian companies. Considering the mission statement as the genesis of strategic planning, an analysis of the disclosure of the SGP construct allows for a discussion of the relevance of the contribution of the mission statement to the elaboration, implementation, and monitoring of that planning. The benefit of a mission statement aligned with the strategic planning lies in adequate communication to the stakeholders regarding the long-term SGP goals, based on the assumption that comprehensive and objective communication minimizes the risks of failures during the management process. Collective subject discourse (CSD) was used to develop a qualification metric of the constitutive elements of the organizational mission statements, enabling it to be identified whether the Brazilian companies, grouped into different economic sectors, are smoothing, concealing, or omitting the construct formed by the SGP components in their mission statements. This study investigates the presence or not of the SGP components in the collective discourse of mission statements of 220 large Brazilian companies. Most of the companies analyzed in the sample do not include SGP in their mission statements and those that do discuss it with discursive vagueness, lacking clarity in their disclosure of the components. For the academia, this finding contributes to understanding the constituent components of the mission statements of large Brazilian companies. For organizations, the findings indicate the need to reflect on the content to be used in the formulation of their mission statements.
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Bouvette, Max Joseph, Jiazhang Xing, Vanessa Ann Moore, et al. "Assessing the missions and visions of NCI-designated cancer centers and their affiliated hospitals." Journal of Clinical Oncology 42, no. 16_suppl (2024): e23118-e23118. http://dx.doi.org/10.1200/jco.2024.42.16_suppl.e23118.
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e23118 Background: Mission and vision statements (MVS) help convey an institution's identity and priorities. Missions describe objectives and responsibilities, while visions describe overarching directions for the future. Effectively communicating MVS is particularly important for cancer centers and hospitals seeking to inspire and reach patients and employees. We sought to assess the composition, readability, and topics addressed for MVS provided by NCI-designated cancer centers and their affiliated hospitals. Methods: We extracted MVS data from institutional websites for 65 NCI-designated cancer centers and 59 affiliated hospitals in 2023 (6 cancer centers did not have an affiliated hospital). We determined the composition of statements using word counts and time to read. We assessed the readability of statements using Flesch-Kincaid (FK) reading ease and grade level scores. We reviewed the MVS to determine the presence of four topics: equity, quality care, training, and research. We used descriptive statistics to compare these issues in MVS for cancer center versus the hospital. Results: Among the 65 cancer centers, we found mission statements for 93.9% (61/65) and vision statements for 63.1% (41/65). All affiliated hospitals provided a mission statement and 86.4% (51/59) had a vision statement. Data for composition, readability, and topics addressed for MVS are provided in the table. Overall, readability of MVS was difficult based on FK reading ease scores, with relatively high reading grade levels. Mission statements for cancer centers had a significantly lower reading ease and higher grade level compared with hospitals. In general, mission statements were slightly longer than vision statements, more frequently addressing the topics of quality care, training, and research. Compared with hospitals, cancer centers had a significantly lower frequency of mentioning the topic "training" in their MVS. Conclusions: We found that the majority of NCI-designated cancer centers report mission statements, but fewer provide vision statements. We demonstrated difficult readability for the MVS provided, highlighting a need to consider simpler diction and structure of language. Additionally, our work provides an overview of topics addressed for these statements including equity, quality care, training, and research. These topics underscore the values and priorities of an institution, and this review of MVS provides insights into the messaging that cancer centers communicate. [Table: see text]
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Abaidilda, A., and Sh Turmakhanbetova. "Mission analysis of higher education institutions in Kazakhstan." ECONOMIC SERIES OF THE BULLETIN OF THE L.N. GUMILYOV ENU, no. 3 (2022): 165–73. http://dx.doi.org/10.32523/2789-4320-2022-3-165-173.
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A well-established mission statement is important for implementing and evaluating the strategic management of any organization. Each higher education organization has its own direction, unique aim, and reason for existing. Hence it establishes a mission statement reflecting this uniqueness. This research aims to examine the mission statements of Kazakhstani higher educational institutions by identifying characteristics based on the principles of strategic management. In particular, based on the mission model proposed by Pearce this paper presents a content analysis of the mission statements of one hundred – two (102) higher educational institutions. The results show that such components as product/service, consumer, market, and society are the most frequent elements found and that none of the one hundred – two mission statements analyzed featured all elements of the “ideal” mission model. The results of the current scientific paper can be used by managers of higher educational institutions to develop the formulation of their mission statements and strengthen their effective use as strategy drivers.
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Seiler, Bartosz, and Hanna Bortnowska. "CSR in the mission statements of Polish chemical companies (research report)." Scientific Papers of Silesian University of Technology. Organization and Management Series 2023, no. 166 (2023): 699–710. http://dx.doi.org/10.29119/1641-3466.2022.166.45.
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Purpose: The aim of the article is to answer the following research questions: Q1: What types of values do chemical companies in Poland declare in their mission statements? Q2: Do chemical companies in Poland declare values such as responsibility and ethics in their mission statements? Q3: Do these companies differ from other chemical companies1 in Poland in terms of declaring responsibility and ethics in mission statements? Design/methodology/approach: Independent research was carried out in 2021. Mission content in selected chemical organizations was analyzed. This was achieved by defining the coding scheme, testing it, cleaning and/or detailing it, and collecting, coding and analyzing the data. It was verified which values were displayed in those missions, using to this end the mission typology proposed by S. Cunningham, T.B. Cornwell and L.V. Coote. The hypotheses were verified using the Mann-Whitney U test (with continuity correction). Findings: Half of the chemical companies in Poland mention responsibility in their mission statement, while only one in eight (12.50%) mention ethics. Chemical companies in Poland involved in production and trade (i.e. those that pose a direct threat to the natural and social environment) are more likely to mention responsibility and ethics in their missions than service and/or trade companies in the same industry. Research limitations/implications: Only mission statements published on company websites were analyzed, perhaps excluding those that existed but were not posted online. The research was carried out only among Polish companies and so the conclusions should be limited to them only. To explore this trend in more depth, comparative analyses with companies from other industries and based in other countries should be conducted. This exploration would be facilitated by the use of techniques requiring direct contact, interviews, observations, surveys, case studies, etc. Originality/value: No research on the missions of chemical companies in Poland in terms of communicating specific types of values, or respective comparative studies, have been identified. In the course of this independent research, an attempt was made to partially fill this research gap. Keywords: chemical industry, mission statement, values, responsibility, ethics. Category of the paper: Research paper.
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Singh, Rajbir, and Aparna Datta Bakshi. "An Empirical Analysis of Employee Commitment and Impact of Mission Statements." Journal of Business Theory and Practice 6, no. 4 (2018): 323. http://dx.doi.org/10.22158/jbtp.v6n4p323.
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<p><em>Mission Statements drive the strategic planning process of organizations. Mission Statements adorn the receptions and websites of organizations the world over. It is a mission statement which defines the role that the organization plays in the society. A mission statement speaks about the essential purpose of the organization, concerning with why it is in existence, the nature of business it is in and the customers it seeks to serve and satisfy. Importance of mission statement in achieving vision pushes the organization to have a mission statement. On contrary there are several organizations that do not have any mission statement and doing well in business. This paper studies whether the mission statement plays a deciding role in growth and performance of any organization. Necessary statistical tools are used to analyse the data. </em></p>
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I. Williams Jr, Ralph, Daniel L. Morrell, and John V. Mullane. "Reinvigorating the mission statement through top management commitment." Management Decision 52, no. 3 (2014): 446–59. http://dx.doi.org/10.1108/md-10-2012-0736.
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Purpose – The purpose of this paper is to propose that top management commitment to its organization's mission statement moderates the mission's effect of firm performance. The proposed model combines numerous aspects of top management commitment to give depth to the moderating effect. Design/methodology/approach – The paper provides a conceptual overview of the mission statement literature toward a theoretical model. Findings – The impact of mission statements on firm performance long has been studied and debated, without consistent results. This paper proposes that this is due to the presence of moderating influences, specifically the commitment of top management, that, if not properly studied, will affect empirical results. Practical implications – Practicing managers can unlock the power of the mission statement by involving the entire organization in the mission statement process, clearly and consistently communicating the mission's tenets, setting measurable operational targets from the mission statement, and periodically revising the mission to ensure it is current. Originality/value – The concept of a moderator is original in the mission-performance debate. Concepts from several key articles have been combined in a unique manner to develop the model.
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Seo, Gang-Hoon, and Munehiko Itoh. "Trends of Corporate Mission Statements: From pursuing profit to distinctive and social value." HOLISTICA – Journal of Business and Public Administration 10, no. 3 (2019): 27–36. http://dx.doi.org/10.2478/hjbpa-2019-0027.
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Abstract A mission statement has a significant meaning as the initial and essential step in a company’s strategic planning process. Previous studies have pointed out the necessity of monitoring and longitudinal study of corporate mission statements as they should be continuously revised against changes in companies’ strategies and business environment. This study aims to shed light on what types of strategies and values are currently highlighted in companies’ mission statements in comparison with the findings of a well-known previous study. Therefore, this study conducted a content analysis of 491 Fortune 500 companies’ mission statements. As a result, we found that “philosophy” is mostly highlighted and “profitability” is not emphasized in contemporary companies’ mission statements. Compared to the past study, these findings imply that there have been dramatic changes in the content of corporate mission statements. Besides, this study divided 491 Fortune 500 companies into two groups, high performers and low performers, according to their Fortune ranking and investigated significant differences between high and low performers using t-tests. The high performers were found to more often highlight “selfconcept” and “public image” than low performers. However, the difference in mean scores between high and low performers has become smaller than in the past finding. In particular, there is no statistical difference in mission statement component numbers between high and low performers. These findings can provide futher understanding about changes of companies’ strategic emphasis and the nature of corporate mission statements. This study provides a comparative insight for practitioners making company mission statements.
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Ingle, W. Kyle, Terra Greenwell, and Justin Woods. "Commonplace and common language: Kentucky's district mission statements." Journal of Educational Administration 58, no. 3 (2020): 321–40. http://dx.doi.org/10.1108/jea-09-2019-0158.
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PurposeWe sought to identify codes and themes in the mission statements of Kentucky's school districts and examine the relationship between district characteristics and the mission statements.Design/methodology/approachWe undertook a mixed methods design, specifically, a sequential transformative strategy with a theoretical lens overlaying the sequential procedures and guiding the analysis.FindingsAnalysis revealed a range of 1–7 codes per mission statement and a mean of 3.05. Generic student success and individual attention represented the most frequently occurring codes in the mission statements. Chi-square tests of bivariate association yielded no significant differences between districts by locale. Logistic regression analysis revealed that the percentage of students in the district scoring proficient or distinguished in both reading and mathematics was associated significantly (p < 0.05) with the theme of student support.Research limitationsAlthough we cannot establish causation between mission statements content and student outcomes or vice-versa, district mission statement remain a visible and public expression of why an organization exists that should guide actions and decision-making, whether instructional, financial or otherwise.Practical implicationsOur study revealed shared institutional language within mission statements across Kentucky's school district, largely without regard to local context. Our analysis suggests that federal and state policy makers are influencing mission statements more so than those at the local level.Originality/valueOur analysis provides further evidence that suggests that federal and state policy makers are influencing mission statements more so than those at the local level.
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Hackney, Ray, and John Pillay. "Organisational Mission Statements." Information Resources Management Journal 15, no. 1 (2002): 28–37. http://dx.doi.org/10.4018/irmj.2002010104.
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Waters, Richard L. "LIBRARY MISSION STATEMENTS." Public Library Quarterly 22, no. 1 (2003): 25. http://dx.doi.org/10.1300/j118v22n01_05.
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Waters, Richard L. "LIBRARY MISSION STATEMENTS." Public Library Quarterly 22, no. 2 (2003): 39. http://dx.doi.org/10.1300/j118v22n02_08.
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Waters, Richard L. "LIBRARY MISSION STATEMENTS." Public Library Quarterly 22, no. 3 (2003): 43. http://dx.doi.org/10.1300/j118v22n03_07.
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Waters, Richard L. "LIBRARY MISSION STATEMENTS." Public Library Quarterly 22, no. 4 (2003): 49. http://dx.doi.org/10.1300/j118v22n04_09.
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Waters, Richard L. "LIBRARY MISSION STATEMENTS." Public Library Quarterly 23, no. 2 (2004): 31–32. http://dx.doi.org/10.1300/j118v23n02_06.
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Sufi, Tahir, and Howard Lyons. "Mission statements exposed." International Journal of Contemporary Hospitality Management 15, no. 5 (2003): 255–62. http://dx.doi.org/10.1108/09596110310482173.
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In the strategic management literature mission statements are said to be an inseparable part of corporate strategy. It has been argued that they have an impact on the performance of the organization, yet the evidence is unclear. This study is an investigation into the relationship between the financial success of hospitality enterprises and their mission statements. Mission statements of 30 top hospitality enterprises were evaluated. This sample is of significance as it represents some of the largest corporations, and about 200 of the largest brands in the hospitality industry. The mission statements were scored and these scores were tested for correlation with three financial performance indicators. The results indicated that while there was a statistically significant correlation between the mission statements and the annual turnover, there was no significant correlation with the net profit margin or the return on equity. The article concludes by considering how firms may improve their performance by better managing their mission statements.
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Alsagri, Weaam Abdullah. "Corporate Mission Statements: An Appraisal-Based Study." International Journal of Language and Literary Studies 6, no. 1 (2024): 406–16. http://dx.doi.org/10.36892/ijlls.v6i1.1688.
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A corporate mission statement aims to communicate the established goals of a company internally and externally. In this type of statement, attitude plays an important role in the expression of interpersonal linguistic meanings. Therefore, following Martin and Rose’s (2007) systemic functional linguistics (SFL) approach, this paper qualitatively analyzed the mission statements of the companies that hold the top seven spots in Fortune’s corporate reputation rankings in 2021, namely Apple, Amazon, Microsoft, Walt Disney, Starbucks, Berkshire Hathaway, and Alphabet, from the perspective of the appraisal system. The results indicate that the most common sub-system of attitude found in these corporate mission statements was positive appreciation. However, it was also found that the distribution patterns of evaluation resource words of the selected mission statements are not quite similar. Further, given the functions of this particular genre, that is, shaping the identity of the company and its employees, it was found that the selected corporate mission statements employ attitudinal resources that are all positive in orientation.
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Pernica, Karel, and Ladislav Tyll. "Building of Entrepreneurial Ethos Through Mission Statements: The Difference in Approach Between Public and Private Universities in the Czech Republic." International Journal of Entrepreneurial Knowledge 6, no. 1 (2018): 52–60. http://dx.doi.org/10.2478/ijek-2018-0004.
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Abstract Corporate mission statement is an essential statement to all stakeholders of the organization about its own purpose, its goals and the competitive advantage it offers to its customers. Another purpose of the mission is to create a so-called positive ethos. Universities represent a specific group of institutions from the perspective of defining missions and working with ethos. This paper identifies the elementary components of university missions that help build a positive ethos. The research is focused on the analysis of mission statements of all public and private universities operating in the Czech Republic. The results of this research show that there is a difference in the approach to defining missions between public and private universities (in terms of the inclusion of individual components that help building a positive ethos).
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Vosloo, O. A. L., A. A. Archer, and E. V. D. M. Smit. "The link between the quality of mission statements and corporate financial performance: An empirical investigation." South African Journal of Business Management 24, no. 2 (1993): 66–72. http://dx.doi.org/10.4102/sajbm.v24i2.864.
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In this article the potential relationship between the quality of mission statements and the corporate financial performance of companies listed in the industrial section of the Johannesburg Stock Exchange (JSE) is investigated. The mission statements submitted were evaluated by the method of content analysis whereby an ordinal value, MSQI, was assigned to each mission statement. Thereafter companies were ranked in terms of the MSQI values. Financial performance was measured in terms of three variables: average return on equity; average return on assets; and share return. These were calculated over different time intervals depending on how long the company had been operating with the mission statement. Two statistical techniques were employed to test for relationships between the performance variables and the quality of the mission statements (MSQI), namely Spearman's rank order correlations and two-sample analysis of means. The majority of correlation coefficients were negative, although only one was statistically significant. It may therefore be concluded (except for the one exception) that the quality of mission statements is not related to corporate financial performance. Possible explanations for this finding are offered.
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Pacios, Ana Reyes, and María Pilar Pérez-Piriz. "Evaluating national library mission statements in Ibero-America." Library Management 40, no. 5 (2019): 274–93. http://dx.doi.org/10.1108/lm-07-2018-0054.
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Purpose The purpose of this paper is to review the websites of 22 national libraries in Ibero-America to determine whether and how effectively they display these organisations’ mission statements, as well as any convergence/divergence among these texts. Design/methodology/approach A review was conducted of the national library websites of ABINIA’s 22 members to locate their respective mission statements. The statements identified were analysed and evaluated against the positioning and presence criteria and wording proposed by experts. Findings Website content clearly attests to national libraries’ eagerness to publicise their mission statements, which are readily accessible in most cases. Their functions are represented to a more or less standard pattern. Most are portrayed as institutions responsible for custodying, enriching, preserving and disseminating their countries’ cultural legacy. Other purposes mentioned include the promulgation of and accessibility to the heritage custodied. Practical implications The paper may prove useful for professional librarians involved in drafting or revising their organisation’s mission statement in the wake of changing circumstances or on the occasion of the formulation of a new strategic plan. Originality/value Of the very short number of analyses of libraries’ mission statements published to date, none discusses national libraries. This is the very first study of national library mission statement in Ibero-America. It forms part of a line of research dealing with national library mission statements defined and available on institutional websites for countries anywhere in the world.
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De la Peña Zarzuelo, Ignacio, María Jesús Freire-Seoane, and Beatriz López-Bermudez. "Mission Statements in Port Authorities: Empirical Analysis of Content in Spanish Port System." Transactions on Maritime Science 8, no. 2 (2019): 235–45. http://dx.doi.org/10.7225/toms.v08.n02.009.
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Introduction: A structured Strategic Planning process has been developed in the Spanish Port System since 1990s. One of the first elements of this process is the formulation of the mission statement of each Port Authority.
 Aim: An in-depth review of the mission statements of the Spanish Port Authorities is carried out in this research, and mission statements are assessed from a theoretical point of view. The goal of the study is to discuss how mission statements of these entities are aligned with the international standards.
 Methods: Mission statements are captured from public sources. Two criteria are used for the assessment: its content (analyzing if the mission statement reflects nine key elements usually considered internationally), and its length (number of words). As the first component is qualitative, a Delphi method was used in the assessment of this element.
 Results: The mission statements of these Port Authorities reflect more frequently than the benchmark omparison made by over 50 companies seven of the nine key elements. The only two fields in which Spanish Port Authorities show a negative gap are those related to "technology” and “concern of employees”. In terms of length, the average of 32 words is shorter than the 50-100 words recommended by some authors.
 Conclusions: The Strategic Planning in the Spanish Port Authorities is a long and well -structured process. Port Authorities are essentially market-oriented public organisms and their mission statements seems to be properly formulated following business practices in terms of their content.
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Hieu, Vu Minh, and Ngo Minh Vu. "Linking Mission Statements Components to Management Effectiveness." Webology 18, SI03 (2021): 39–48. http://dx.doi.org/10.14704/web/v18si03/web18019.
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This study examines mission statements and management effectiveness in “first generation” insurance companies in Nigeria. Content analysis method has been applied with the mission statements and data collected from annual reports (2013-2018) of six insurance companies. In terms of the data analysis, Pearson correlation and descriptive statistics have been employed. The results suggest that the mission statements’ components including the product/service, growth orientation, competences, public image and personnel are crucial for management effectiveness proxied by two ratios of return on equity (ROE) and return on assets (ROA). The study, therefore, recommends that businesses must include in their mission statements, product/service, growth orientation, competences, public image and personnel mission statement components. The study drawback is the small sample size. The study has also proposed area for further research and managerial implications.
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Braun, Susanne, Jenny S. Wesche, Dieter Frey, Silke Weisweiler, and Claudia Peus. "Effectiveness of mission statements in organizations – A review." Journal of Management & Organization 18, no. 4 (2012): 430–44. http://dx.doi.org/10.1017/s1833367200000687.
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AbstractEven though mission statements are standard tools in organizations, their effectiveness is subject to substantial skepticism. This review integrates hitherto published research based on a broad range of objective and subjective effectiveness criteria above and beyond financial performance in for-profit as well as not-for-profit organizations. We conclude that the distal outcome effectiveness of mission statements depends on the following antecedents and intermediate outcomes: (1) the rationale underlying their development; (2) the process of their development and implementation; (3) their content and form; and (4) individual attitudes toward the mission statement. We thereby clarify preconditions of mission statement effectiveness in organizations, and reveal shortcomings in current research.
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Braun, Susanne, Jenny S. Wesche, Dieter Frey, Silke Weisweiler, and Claudia Peus. "Effectiveness of mission statements in organizations – A review." Journal of Management & Organization 18, no. 4 (2012): 430–44. http://dx.doi.org/10.5172/jmo.2012.18.4.430.
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AbstractEven though mission statements are standard tools in organizations, their effectiveness is subject to substantial skepticism. This review integrates hitherto published research based on a broad range of objective and subjective effectiveness criteria above and beyond financial performance in for-profit as well as not-for-profit organizations. We conclude that the distal outcome effectiveness of mission statements depends on the following antecedents and intermediate outcomes: (1) the rationale underlying their development; (2) the process of their development and implementation; (3) their content and form; and (4) individual attitudes toward the mission statement. We thereby clarify preconditions of mission statement effectiveness in organizations, and reveal shortcomings in current research.
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Kalis, Annemarie, Johannes J. M. van Delden, and Maartje H. N. Schermer. "“The good life” for demented persons living in nursing homes." International Psychogeriatrics 16, no. 4 (2004): 429–39. http://dx.doi.org/10.1017/s104161020400078x.
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Background: This study investigated which concepts regarding “the good life” are used in mission statements of nursing homes providing care for demented patients.Method: All 317 Dutch nursing homes caring for demented patients were asked to participate; of these, 69% responded. Their mission statements were qualitatively analyzed on content. Whether different types of nursing home differed significantly in the content of their mission statements was investigated by means of χ2 analyses.Results: Six main concepts were found that are considered important for a good life: 1) autonomy and freedom, 2) individuality and lifestyle, 3) relationships and social networks, 4) warmth and safety and familiarity, 5) developing capacities and giving meaning to life and 6) subjective experience and feelings of well-being. It was found that mission statements specifically developed for demented patients attach less importance to the concepts 1) autonomy and freedom and 2) individuality and lifestyle, than mission statements which are also aimed at non-demented residents. Most mission statements turned out to be highly eclectic in content.Conclusion: Nursing homes with a separate statement for demented residents seem to acknowledge the special position of demented residents and the tension between dementia and the ideal of autonomy. Although the eclecticism found in mission statements is understandable, a coherent view on the good life for demented residents should aim for a sound internal structure, and make choices between values. Only then can mission statements provide real guidance for everyday care.
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Lin, Quan, Yutao Zhu, and Yue Zhang. "How Does Mission Statement Relate to the Pursuit of Food Safety Certification by Food Companies?" International Journal of Environmental Research and Public Health 17, no. 13 (2020): 4735. http://dx.doi.org/10.3390/ijerph17134735.
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Food safety has long been a major public concern in China. One question of the food processing industry’s emphasis on food safety social responsibility is whether a food processing company should pursue food safety certification for its products. As part of their corporate image, some food processing companies focus on food safety in their corporate mission statements. To enhance the legitimacy of a mission statement, as a guide for a firm, can provide food companies the legitimacy of perhaps pursuing food safety certification. However, we find that under different equity natures, the pressures on the normative legitimacy of the firm are different and the impact of mission statements on the acquisition of food safety certifications is also different. By analyzing the mission statement of companies in the Chinese food industry, we find that firms with a mission focusing on food safety concerns are more willing to pursue food safety certification. Moreover, compared to the firms with more distributed shareholder ownership, in firms where a majority shareholder has substantial control, the relationship between mission statements and the possession of food safety certification is stronger; compared to non-state-owned enterprises, in state-owned enterprise (SOEs), the relationship between firm mission statements of and the acquisition of food safety certification is stronger.
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Rabkin, Simon W. "The Case to Discard Hospital Mission Statements and Replace It with A Statement of Goals." Journal of Health Care and Research 5, no. 1 (2024): 18–21. http://dx.doi.org/10.36502/2024/hcr.6231.
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Background: Hospitals and healthcare institutions spend a considerable amount of time and capital on constructing an appropriate mission statement for themselves. Methods: A review of the purpose of mission statements and the statements made by different healthcare organizations was undertaken. For institutions in the USA, their mission statements were examined in the context of their national ratings. Results: The mission statements of healthcare organizations are often too abstract, using similar phraseology about caring for patients. Concern for the community that the hospital serves is stated by both a hospital listed as one of the best US hospitals and an institution that was considered to be in the lowest tier in the same country. Similarly, the recognition of ‘research’ or ‘innovation and discovery’ was stated by respectively both a top institution in the USA and one in the bottom tier. Conclusions: Healthcare institutions should replace their mission statements with clear and attainable statements of concrete goals, and indicate how successful the institution is at attaining those goals and improving the experience of its patients and staff.
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Jeon, Jongdo, and Keun Tae Cho. "Differences in Readability, Keywords, and Orientation of Mission Statements of the Top 100 Korean and Top 100 US Traditional and Innovative Companies." Sustainability 13, no. 18 (2021): 10220. http://dx.doi.org/10.3390/su131810220.
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The mission statements of companies reflect the characteristics of their country. There are differences in the content of mission statements between traditional and innovative companies. The sustainable growth of companies has recently become a major focus, and it has been found that mission statements are somewhat related to company innovation. This study analyzed the differences in the readability, keywords, and orientation of mission statements between the top 100 Korean and top 100 US companies by market capitalization and their traditionality and innovativeness. Differences in readability were assessed with the Gunning fog index. Differences in the main keywords were assessed with a keyword network analysis. Differences in orientation were assessed with the nine components of a mission statement. As Korean companies were aiming for global business, there was not much difference in the readability of mission statements between Korean and US companies, but there was a difference between traditional and innovative companies in both countries. There was a difference in the keywords and orientation of the mission statements of Korean and US innovative companies. Both Korean and US innovative companies focused highly on “philosophy.” However, Korean innovative companies focused more on “self-concept,” and US innovative companies focused more on a “concern for survival.”
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Nwachukwu, Chijioke, and Pavel Žufan. "Influence of Customer Focused Mission Statement on Customer Satisfaction." Acta Universitatis Agriculturae et Silviculturae Mendelianae Brunensis 65, no. 3 (2017): 1031–38. http://dx.doi.org/10.11118/actaun201765031031.
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The purpose of this study is to examine the influence of customer‑focused mission statements on customer satisfaction in selected cell phone manufacturing companies in the United States. The study employed content analysis for the mission statement and data from America customer satisfaction index (ACSI). In analysing our data, Pearson correlation, and multiple regression techniques were used. The result showed that product and service, technology, philosophy, self‑concept, and public image mission statement components are strongly positively correlated with customer satisfaction. Customer, survival, growth and profitability and market mission statement components are insignificantly negatively correlated with customer satisfaction. The study, therefore, recommends that companies that want to remain competitive by enhancing customer satisfaction should formulate mission statements from a customer perspective so that they include product and service, technology, philosophy, self‑concept, and public image components. The main limitation of the study represents the sample size and structure. This study empirically investigated the correlation and association of nine mission statement components with customer satisfaction.