Journal articles: 'Strategy of Mission'

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Kim, Chil-Sung. "Mission Strategy for Islam." Theology of Mission 47 (August 31, 2017): 207–22. http://dx.doi.org/10.14493/ksoms.2017.3.207.

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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 (September 3, 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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Kim, Eun-Ho. "'Team Mission' as a strategy to maximize mission work." Theology and Praxis 51 (September 30, 2016): 529–58. http://dx.doi.org/10.14387/jkspth.2016.51.529.

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Choi, Yong Joon. "Contemplation on Korean Mission Strategy from Sustainable Mission Perspective." Theology of Mission 63 (August 30, 2021): 352–81. http://dx.doi.org/10.14493/ksoms.2021.3.352.

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Takenaka, Masao. "TOWARD A MULTILATERAL MISSION STRATEGY." International Review of Mission 76, no. 301 (January 1987): 57–58. http://dx.doi.org/10.1111/j.1758-6631.1987.tb01510.x.

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Van der Walt, JL, J. Kroon, and BJ Fourie. "The importance of a vision and mission for small, medium-sized and large businesses." South African Journal of Economic and Management Sciences 7, no. 2 (April 28, 2004): 206–20. http://dx.doi.org/10.4102/sajems.v7i2.1373.

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Although the vision and mission are important to the strategic planning of a business and much time and effort are spent on their formulation, they aren’t used as planning instruments. The purpose of this paper was to determine whether management understands the vision and mission as complementary concepts and whether they use them effectively in the planning process. This study was conducted by sending questionnaires to businesses in the Gauteng Province where most SMEs in South Africa are situated. Findings confirmed that the majority of businesses, especially small businesses, can distinguish between and have visions and missions, but do not apply them optimally in strategy implementation. Recommendations include that businesses should have a written vision and mission statement, which should be communicated effectively and applied in planning and strategy implementation.

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Tucker, Ruth. "Female Mission Strategists: A Historical and Contemporary Perspective." Missiology: An International Review 15, no. 1 (January 1987): 73–89. http://dx.doi.org/10.1177/009182968701500106.

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Although women have been very prominent in foreign missions for more than a century, they have generally played a secondary role in the field of missiology. Most mission boards and seminary faculties have been male-dominated, except for a time in the late nineteenth and early twentieth centuries when women formed their own “female agencies” and training schools. During this period women made significant practical and scholarly contributions to mission strategy. With the demise of the women's missionary movement, however, such opportunities sharply declined. That is now beginning to change. In recent decades women have once again become more involved in the strategy of missions, especially in areas involving women's work, cross-cultural communication, literature, education, lifestyle, urban ministries, and mission specializations.

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진미수. "The Mission Strategy of Chinese Diaspora." Life and Word 15, no. ll (August 2016): 119–50. http://dx.doi.org/10.33135/srlt.2016.15..119.

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Macfarlane, Laurie, and George Dibb. "Delivering a mission‐oriented industrial strategy." IPPR Progressive Review 26, no. 1 (May 16, 2019): 31–38. http://dx.doi.org/10.1111/newe.12139.

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Dudnyk, Andrii, Dumitru Chesov, and Christoph Lange. "Mission impossible: the End TB strategy." International Journal of Tuberculosis and Lung Disease 22, no. 2 (February 1, 2018): 121–22. http://dx.doi.org/10.5588/ijtld.17.0842.

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Mysen, Tore. "Sustainability as corporate mission and strategy." European Business Review 24, no. 6 (October 12, 2012): 496–509. http://dx.doi.org/10.1108/09555341211270519.

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Luo, Tong, and Ming Xu. "Orbital transfer strategy using only-accelerating maneuvers." Proceedings of the Institution of Mechanical Engineers, Part G: Journal of Aerospace Engineering 233, no. 6 (April 12, 2018): 2003–9. http://dx.doi.org/10.1177/0954410018767751.

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Two types of new orbital transfer strategies that use only-accelerating maneuvers are proposed for a simple spacecraft with only one engine. Based on the requirement of only-accelerating maneuvers, the constraints on the orbital parameters in the entire transfer process are derived from Gauss variational equations. The explanation of these constraints from the geometric viewpoint makes it easy to determine an initial maneuver sequence without time-consuming computation. Only-accelerating maneuvers for an orbital transfer mission can also be implemented by two different approaches: impulsive maneuvers and finite-thrust propulsive maneuvers. The algorithm to determine both maneuvers are summarized in three steps. Impulsive maneuvers can accomplish a transfer mission in an orbital period, whereas finite-thrust propulsive maneuvers require several orbital periods, but a smaller thrust. Finally, numerical simulations are conducted for their application to specific transfer missions.

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Kim, Eun-Ho. "The Appropriateness and Inevitability of Professional Mission in Modern Mission Strategy." Theology and Praxis 62 (November 30, 2018): 531–64. http://dx.doi.org/10.14387/jkspth.2018.62.531.

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Sidhu, Jatinder. "Mission Statements:." European Management Journal 21, no. 4 (August 2003): 439–46. http://dx.doi.org/10.1016/s0263-2373(03)00072-0.

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Kurniadi, Dodi Ardi, and Sugiyono Sugiyono. "STRATEGI SEKOLAH DALAM MEWUJUDKAN VISI DAN MISI SMA DI KECAMATAN KASIHAN BANTUL." Jurnal Akuntabilitas Manajemen Pendidikan 4, no. 2 (September 22, 2016): 179. http://dx.doi.org/10.21831/amp.v4i2.10813.

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Penelitian bertujuan untuk: (1) mendeskripsikan proses perumusan visi dan misi sekolah; (2) mendeskripsikan strategi yang dibuat sekolah dalam upaya mewujudkan visi dan misi; (3) mendeskripsikan gambaran ketercapaian dari visi yang telah dibuat sekolah; (4) mengidentifikasi faktor yang mempengaruhi sekolah dalam upaya mewujudkan visi dan misi selama ini; dan (5) menemukan strategi yang efektif dalam mewujudkan visi dan misi yang telah dirumuskan sekolah. Penelitian menggunakan pendekatan kualitatif dengan jenis fenomenologi. Data dianalisis melalui proses pengumpulan data, reduksi data, penyajian data, dan penarikan kesimpulan. Hasil penelitian menunjukkan: (1) proses perumusan visi dan misi sekolah dilakukan melalui rapat internal yang dibuat oleh kepala sekolah dengan memperhatikan visi lembaga di atas sekolah, nilai-nilai dalam masyarakat, dan relevansi dengan perkembangan zaman; (2) strategi yang dibuat ketiga sekolah memang sedikit berbeda-beda namun pada dasarnya dapat dianalisis dengan dimensi proses, konten, dan konteks; (3) visi ketiga sekolah dapat dikatakan belum tercapai karena beberapa unsur yang ada di dalam visi belum sepenuhnya terwujud; (4) sumber daya manusia, pendanaan, metode, sarana prasarana, kepemimpinan sekolah, dan komunikasi mempengaruhi ketercapaian dari visi dan misi sekolah; dan (5) strategi yang efektif dalam upaya mewujudkan visi dan misi sekolah dapat dilakukan dengan cara membangun harapan individu menjadi visi bersama, membuat prioritas pembangunan dengan indikator ketercapaiannya, membangun motivasi berprestasi, meningkatkan partisipasi orang tua, dan membangun kemitraan dengan berbagai pihak. Kata kunci: strategi mewujudkan visi dan misi STRATEGIES IN ACTUALIZING VISION AND MISSION SENIOR HIGH SCHOOL IN DISTRICT KASIHAN, BANTUL Abstract This study aims to: (1) describe the formulation of schools’ vision and missions; (2) describe the schools’ strategies to actualize the vision and mission; (3) describe the illustration of vision and missions achievement formulated by schools; (4) identify factors that affect the schools in actualizing their visions and missions; and (5) find an effective strategy to actualize the vision and mission. The study used a qualitative approach with the type of phenomenology. Data were analyzed through the process of data collection, data reduction, data presentation, and conclusion. Results of the study: (1) the process formulation of schools’ vision and missions was done by internal meeting conducted by the headmaster by considering higher institution’s vision, values in society, and relevance of current development (2) strategies designed by those three schools are little bit different and can be basically analyzed with the dimension of process, content, and context (3) the schools’ visions were said to be not yet achieved since some elements/components of vision and mission have not been completed (4) human’s resource, funding, methods, facility and infrastructure, leadership in school, and communication affect the actualization of schools’ visions and missions, and (5) effective strategy to actualize vision and missions of schools can be done by uniting individual expectation into shared vision, creating development priority along with its achievement indicator, building achievement motivation, increasing parent’s participation, and building partnership with any stakeholders. Keywords: strategy in actualizing vision and mission

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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 (May 7, 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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Spangelo, Sara C., Raj M. Katti, Stephen C. Unwin, and Jamie J. Bock. "All-sky survey mission observing scenario strategy." Journal of Astronomical Telescopes, Instruments, and Systems 1, no. 3 (August 7, 2015): 037001. http://dx.doi.org/10.1117/1.jatis.1.3.037001.

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KIM Seong Hun. "Military Mission Strategy by Using Longitudinal Data." Korea Presbyterian Journal of Theology 48, no. 2 (June 2016): 331–58. http://dx.doi.org/10.15757/kpjt.2016.48.2.013.

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Remvig, Lars. "Why a Mission, Vision and Strategy statement?" International Musculoskeletal Medicine 32, no. 1 (March 2010): 5. http://dx.doi.org/10.1179/175361410x12652805807710.

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Sessoms, H. Douglas, and Edward H. Heath. "Centrality of Mission: A Strategy for Survival." SCHOLE: A Journal of Leisure Studies and Recreation Education 8, no. 1 (April 1993): 107–10. http://dx.doi.org/10.1080/1937156x.1993.11969314.

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Choi, Ha Young. "Mission Strategy Through Christian History in Ukraine." Journal of Korean Evangelical Missiological Society 39 (September 30, 2017): 231–56. http://dx.doi.org/10.20326/kems.39.3.231.

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Satsumi López-Morales, José, and Isabel Ortega-Ridaura. "International strategy of the 500 largest firms in Latin America: an analysis from its mission and vision." Problems and Perspectives in Management 14, no. 3 (November 10, 2016): 634–41. http://dx.doi.org/10.21511/ppm.14(3-3).2016.06.

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A mission and vision well designed are important for the business strategy. In addition, the Latin American firms are a relevant topic, but sub-studied in literature about international business. Thus, the main aim of this paper is identify the presence of international strategy (IS) in the strategic approaches of the 500 largest firms from Latin America. For this purpose, a qualitative technique of content analysis was carried out in official web pages of these firms. Several keywords were analyzed to locate the presence or absence of the IS. These words are: multinational, global, international, internationalization, world, worldwide, among others. With this, 375 firms were identified that mention the IE either its mission, vision or both. Likewise, this sample was subdivided in private firms (338) and state firms (37). The results indicate that the studied firms do not consider mostly the IE in the mission and vision. Another important finding is that companies consider the IS mostly in their vision. In adittion, another important finding is the increased presence of inclusion of IS in the vision of state companies (64.86%) above their private peers. Keywords: international strategy, Latin America, mission, vision, strategic approaches. JEL Classification: M15, M16

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Sufi, Tahir, and Howard Lyons. "Mission statements exposed." International Journal of Contemporary Hospitality Management 15, no. 5 (September 1, 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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Eriksen, Stian Sørlie. "Changing the World through Prayer: Prayer as Mission Strategy among Migrant Churches in Norway." Mission Studies 35, no. 1 (March 15, 2018): 124–51. http://dx.doi.org/10.1163/15733831-12341550.

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Abstract This article discusses how prayer functions as a missional strategy for Pentecostal migrant churches in Norway today. Taking its starting point in fieldwork among a cross-section of migrant churches, the article draws in particular on examples from African-led churches and their understanding and practice of prayer. From this empirical perspective, the author argues that prayer represents an ecclesial nexus for missional spirituality, undergirding and spearheading missional strategies among these churches. Prayer thus provides a powerful locus for understanding core dimensions of these churches’ ecclesial identity and missional outlooks. By interacting with perspectives from discourse analysis, semiotics, and practice theory, it is shown that essential facets of prayer inexorably permeate these churches’ missional thinking and practices to a degree that these churches’ mission can hardly be understood apart from prayer. In conclusion, the article asks how this may challenge scholars and others in terms of understandings and practices of mission today.

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Luo, Rubin, Hongxing Zheng, and Jifeng Guo. "Solving the Multi-Functional Heterogeneous UAV Cooperative Mission Planning Problem Using Multi-Swarm Fruit Fly Optimization Algorithm." Sensors 20, no. 18 (September 4, 2020): 5026. http://dx.doi.org/10.3390/s20185026.

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The complexity of unmanned aerial vehicle (UAV) missions is increasing with the rapid development of UAV technology. Multiple UAVs usually cooperate in the form of teams to improve the efficiency of mission execution. The UAVs are equipped with multiple sensors with complementary functions to adapt to the complex mission constraints. Reasonable task assignment, task scheduling, and UAV trajectory planning are the prerequisites for efficient cooperation of multi-functional heterogeneous UAVs. In this paper, a multi-swarm fruit fly optimization algorithm (MFOA) with dual strategy switching is proposed to solve the multi-functional heterogeneous UAV cooperative mission planning problem with the criterion of simultaneously minimizing the makespan and the total mission time. First, the multi-swarm mechanism is introduced to enhance the global search capability of the fruit fly optimization algorithm. Second, in the smell-based search phase, the local search strategies and large-scale search strategies are designed to drive multiple fruit fly swarms, and the dual strategy switching method is presented. Third, in the vision-based search stage, the greedy selection strategy is adopted. Finally, numerical simulation experiments are designed. The simulation results show that the MFOA algorithm is more effective and stable for solving the multi-functional heterogeneous UAV cooperative mission planning problem compared with other algorithms.

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Xiaojian, Liu, Yuan Yuyu, Fang Binxing, and Gao Yi. "A Strategy Optimization Approach for Mission Deployment in Distributed Systems." Mathematical Problems in Engineering 2014 (2014): 1–8. http://dx.doi.org/10.1155/2014/404681.

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In order to increase operational efficiency, reduce delays, and/or maximize profit, almost all the organizations have split their mission into several tasks which are deployed in distributed system. However, due to distributivity, the mission is prone to be vulnerable to kinds of cyberattacks. In this paper, we propose a mission deployment scheme to optimize mission payoff in the face of different attack strategies. Using this scheme, defenders can achieve “appropriate security” and force attackers to jointly safeguard the mission situation.

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Wan, Enoch. "Diaspora Mission Strategy in the Context of the United Kingdom in the 21st Century." Transformation: An International Journal of Holistic Mission Studies 28, no. 1 (December 16, 2010): 3–13. http://dx.doi.org/10.1177/0265378810386422.

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The practice of ‘diaspora missions’ is necessitated by the demographic change in the United Kingdom in the 21st century. In this paper, the ‘diaspora mission strategy’ (i.e. ministering to, through and beyond the diaspora communities) is proposed in response to such demographic change.

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Han, Jian, Changhong Wang, and Guoxing Yi. "UAV Robust Strategy Control Based on MAS." Abstract and Applied Analysis 2014 (2014): 1–7. http://dx.doi.org/10.1155/2014/796859.

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A novel multiagent system (MAS) has been proposed to integrate individual UAV (unmanned aerial vehicle) to form a UAV team which can accomplish complex missions with better efficiency and effect. The MAS based UAV team control is more able to conquer dynamic situations and enhance the performance of any single UAV. In this paper, the MAS proposed and established combines the reacting and thinking abilities to be an initiative and autonomous hybrid system which can solve missions involving coordinated flight and cooperative operation. The MAS uses BDI model to support its logical perception and to classify the different missions; then the missions will be allocated by utilizing auction mechanism after analyzing dynamic parameters. Prim potential algorithm, particle swarm algorithm, and reallocation mechanism are proposed to realize the rational decomposing and optimal allocation in order to reach the maximum profit. After simulation, the MAS has been proved to be able to promote the success ratio and raise the robustness, while realizing feasibility of coordinated flight and optimality of cooperative mission.

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Alshameri, Faleh, G. Robert Greene, and Mukesh Srivastava. "Categorizing Top Fortune Company Mission And Vision Statements Via Text Mining." International Journal of Management & Information Systems (IJMIS) 16, no. 3 (July 9, 2012): 227. http://dx.doi.org/10.19030/ijmis.v16i3.7075.

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Purpose - The paper seeks to categorize mission and vision statements into clusters and demonstrate how these clusters can be profiled in the context of Globalization, Innovation and Strategy Centric features for assessment of strategic alignment, positioning and direction. Based on text mining methodology, mission and vision statements of the top 772 Fortune companies were analyzed to understand: 1) How mission and vision statements can be meaningfully categorized into clusters, 2) How attributes of each cluster can be meaningfully evaluated in the context of the degree to which Globalization, Innovation and Strategy Centric Mission and Vision statements are discovered. Clustering Toolkit (CLUTO) software was used for text mining the data collected from two websites. A recursive bisection approach has been followed to reach the desired number of six clusters, which were further analyzed through Wordle software for visual representation. The study clustered the companies in the dataset into groups in which globalization, innovation, and strategy issues were dominant. The epistemological contribution of this research includes how text mining can be used to meaningfully categorize a large dataset consisting of mission and vision statements of 772 Fortune corporations, how knowledge contained in a large dataset can be managed through the use of text mining in analyzing cluster attributes, and how these clusters can be profiled in the context of Globalization, Innovation and Strategy Centric features for assessment of strategic alignment, positioning, and direction.

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Su, Z., W. Dorigo, D. Fernández-Prieto, M. Van Helvoirt, K. Hungershoefer, R. de Jeu, R. Parinussa, et al. "Earth observation Water Cycle Multi-Mission Observation Strategy (WACMOS)." Hydrology and Earth System Sciences Discussions 7, no. 5 (October 11, 2010): 7899–956. http://dx.doi.org/10.5194/hessd-7-7899-2010.

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Abstract. Observing and monitoring the different components of the global water cycle and their dynamics are essential steps to understand the climate of the Earth, forecast the weather, predict natural disasters like floods and droughts, and improve water resources management. Earth observation technology is a unique tool to provide a global understanding of many of the essential variables governing the water cycle and monitor their evolution over time from global to basin scales. In the coming years an increasing number of Earth observation missions will provide an unprecedented capacity to quantify several of these variables on a routine basis. In this context, the European Space Agency (ESA), in collaboration with the Global Energy and Water Cycle Experiment (GEWEX) of the World Climate Research Program (WCRP), launched the Water Cycle Multi-Mission Observation Strategy (WACMOS) project in 2009. The project aims at developing and validating a novel set of geo-information products relevant to the water cycle covering the following thematic areas: evapotranspiration, soil moisture, cloud characterization and water vapour. The generation of these products is based on a number of innovative techniques and methods aiming at exploiting the synergies of different types of Earth observation data available today to the science community. This paper provides an overview of the major findings of the project with the ultimate goal of demonstrating the potential of innovative multi-mission based strategies to improve current observations by maximizing the synergistic use of the different types of information provided by the currently available observation systems.

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Goett, Pamela. "Mission Impossible." Journal of Business Strategy 18, no. 1 (January 1997): 2. http://dx.doi.org/10.1108/eb039820.

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Kurniasari, Chanif. "PERENCANAAN STRATEGI BERDASARKAN ANALISIS MISI, VISI DAN SWOT RS DI BANTUL YOGYAKARTA." Surya Medika: Jurnal Ilmiah Ilmu Keperawatan dan Ilmu Kesehatan Masyarakat 14, no. 1 (August 23, 2019): 39. http://dx.doi.org/10.32504/sm.v14i1.102.

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Background: The concept of strategic management has not been optimally yet done by the Bantul Yogyakarta Hospital. The issue of the development and preparation of a strategic plan has been done but is more of an interest in the management of accreditation. In addition, there are several themes that have become the thoughts of the leadership of the Bantul Yogyakarta Hospital, namely the JKN program, there are many hospitals that near of Bantul Yogyakarta Hospital, and increasing number of people around of the Hospital. For this reason, recommendations for strategy formulation are needed.Objective: This study is aimed to develop recommendations for strategy formulation for Hospital with mission evaluation, vision and SWOT analysis.Method: This study used a qualitative method with a type of case study. The speaker in this study is the leader of the Foundation and Hospital.Results: The results of the exploration of mission and vision produce 5 mission points and 5 vision points. Internal environment analysis used Value Chain Model from Porter and external environment analysis used the Health Service System Environmental Analysis Model. The results of the SWOT analysis produced 17 strengths, 15 weaknesses, 6 opportunities and 4 threats. The preparation of the SWOT matrix produced: 5 SO strategies, 2 WO strategies, 2 ST strategies, and 2 WT strategies. Strategic recommendations for Hospital are: goal strategies in the form of recommendations for mission and vision statements, low cost strategies, implementation strategies, penetration strategies, market development strategies and product development strategiesConclusion: Re-formulation of the mission and vision of Hospital based on the results of the exploration of mission and vision. From the results of the mission and vision formulation, internal and external environmental analysis, and SWOT analysis formulated a strategy formulation recommendation, namely the objective strategy in the form of recommendations for mission and vision statements, low cost strategies, implementation strategies, penetration strategies, market development strategies and product development strategies.

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Morgan, J. Rupert. "Evidence-Based Practice in Mission: A Method for Establishing Best Practices and Achieving Desired Goals." International Bulletin of Mission Research 45, no. 1 (May 7, 2020): 26–41. http://dx.doi.org/10.1177/2396939320908353.

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Decision making and strategy in missions can be elusive tasks. The presence of experts and careful planning may not assure the establishment of best practices. The purpose of this article is to introduce evidence-based practice (EBP) as a proven method for establishing best practices in the mission enterprise. I will provide (1) a definition of EBP, (2) the process for establishing an EBP, (3) the value of EBP and its contribution to the mission enterprise and the fulfillment of mission goals, and (4) the problem of bias and barriers, which challenges the implementation of EBP.

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Kent, Stan. "Strategy and mission: ASHP’s focus on the future." American Journal of Health-System Pharmacy 69, no. 16 (August 15, 2012): e23-e26. http://dx.doi.org/10.2146/sp120004.

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Insel, R. A., D. C. Deecher, and J. Brewer. "Juvenile Diabetes Research Foundation: Mission, Strategy, and Priorities." Diabetes 61, no. 1 (December 20, 2011): 30–35. http://dx.doi.org/10.2337/db11-1398.

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MYERS, VALERIE, and LYNN PERRY WOOTEN. "The Transformational Power of a Mission-Driven Strategy:." Organizational Dynamics 38, no. 4 (October 2009): 297–304. http://dx.doi.org/10.1016/j.orgdyn.2009.07.004.

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Bryant, J. W., and C. K. Chin. "Integrating approaches to revitalise a church's mission strategy." Journal of the Operational Research Society 51, no. 6 (June 2000): 689–99. http://dx.doi.org/10.1057/palgrave.jors.2600958.

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Thurman, Suzanne R. "The Medical Mission Strategy of the Maryknoll Sisters." Missiology: An International Review 30, no. 3 (July 2002): 361–73. http://dx.doi.org/10.1177/009182960203000305.

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This study traces the changing role of medical missions in the larger evangelistic strategy of the Maryknoll missioners and examines the goals of Mother Mary Joseph Rogers, foundress of the Maryknoll Sisters. Beginning with the founding of Maryknoll, this article discusses how the Sisters changed their view of missions from a top-down to a grassroots approach (influenced by Vatican II as well as by Mother Mary Joseph's view of missions) and illuminates how that change affected the ways in which the Sisters pursued medical missions.

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Bryant, J. W., and C. K. Chin. "Integrating Approaches to Revitalise a Church's Mission Strategy." Journal of the Operational Research Society 51, no. 6 (June 2000): 689. http://dx.doi.org/10.2307/254012.

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Hope, Joan. "Consider mission in decisions about pricing, aid strategy." Dean and Provost 19, no. 6 (January 22, 2018): 1–6. http://dx.doi.org/10.1002/dap.30417.

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Hope, Joan. "Consider mission in decisions about pricing, aid strategy." Enrollment Management Report 21, no. 10 (December 22, 2017): 6–7. http://dx.doi.org/10.1002/emt.30374.

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Eryomenko, A. V., and A. V. Kolesnikov. "The importance of mission vision in organizational strategy." Normirovanie i oplata truda v promyshlennosti (Rationing and remuneration of labor in industry), no. 11 (November 1, 2020): 71–73. http://dx.doi.org/10.33920/pro-3-2011-07.

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The mission is a certain formulation of the economic future of the organization and occupies the first position in the hierarchy of the company’s goals. Virtually, it determines the main direction of the future development of the enterprise as a whole. The vision creates a sense of perspective in the organization’s activities and ensures the continuity of the organization’s subsequent goals. Each goal limits the scope of the organization’s actions, and the vision does not have a final milestone, it creates an impulse for continuous progress.

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Rinaldi, Chiara, Alessio Cavicchi, Francesca Spigarelli, Luigi Lacchè, and Arthur Rubens. "Universities and smart specialisation strategy." International Journal of Sustainability in Higher Education 19, no. 1 (January 2, 2018): 67–84. http://dx.doi.org/10.1108/ijshe-04-2016-0070.

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Purpose The paper analyses the emerging role of Social Sciences and Humanities (SSH) universities in contemporary society via third- and fourth-mission activities. In particular, the paper investigates the potential contributions that SSH universities can offer in developing and enhancing capacities, supporting the changing conception of innovation coherently through a Smart Specialisation Strategy (S3) approach. Design/methodology/approach The case study presents multiple third- and fourth-mission activities carried out by the University of Macerata (Italy). The activities are framed according to the roles universities could have in supporting S3. Findings Within third- and fourth-mission activities, SSH universities can play different and broader roles (generative, absorptive, collaborative and leadership), which could support regions in designing and implementing S3. Practical implications The paper shows the important contributions that SSH universities can make in their regions, both to support S3 and enhance the transition to sustainable development. Social implications The article emphasises SSH universities’ multiple contributions to sustainable development and to innovation in the knowledge society/economy framework. Originality/value This case study captures SSH universities’ contributions to S3 and the wider innovation paradigm, by highlighting their transformational effect on regional economies.

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Edström, Håkan, and Dennis Gyllensporre. "Observing War — Keeping Peace?" Journal of International Peacekeeping 18, no. 3-4 (November 26, 2014): 290–317. http://dx.doi.org/10.1163/18754112-1804010.

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This study aims to increase the understanding on the strategic logic behind the un-led military non-force missions. Six out of 25 missions are evaluated to determine how strategy is elaborated within the un-system. The cases include observer missions, liaison missions and advisory missions. The analysis illuminates the interaction between the political and military strategic levels as well as the strategic awareness displayed by the un regarding non-force missions. Also the potential added value of non-force missions in peacekeeping is discussed. The authors conclude that there is an imbalance between the strategic preferences of the unsc and the unsg. The strategic awareness as well as the mission character is shown to differ between types of non-force missions. Their purpose seems to be keeping peace by observing war. It is up to the unsc and the unsg to judge whether passive oversight of the ongoing crisis is sufficient or if more active measures are justified.

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Straker, Karla, and Cara Wrigley. "From a Mission Statement to a Sense of Mission: Emotion Coding to Strengthen Digital Engagements." Journal of Creating Value 4, no. 1 (May 2018): 82–109. http://dx.doi.org/10.1177/2394964318771783.

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The emergence of new technologies has revolutionized the way companies interact and build relationships with customers. This study aims to understand the emotion behind the company strategy and how they can be used to inform the design of digital channel engagements. A content analysis of 100 international companies from a range of industries and sectors was conducted with multiple data sources to develop an emotional coding scheme, for clarifying and refining the meaning behind a company’s strategy and its relationship to corresponding digital channels. This study identifies 10 distinct emotional channel typologies across 16 sectors through the analysed companies. This research contributes a theoretical and empirical understanding of emotion as a strategy. Outcomes guide practitioners on the selection and design of digital engagements based on the emotion code of their strategy as well as an industry sector. This article provides a novel approach to understanding and designing digital channel engagements by starting with meaning and purpose of the company.

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Poissonnier, Hugues. "Why a buyer is much more than a cost-killer." Strategic Direction 33, no. 2 (February 13, 2017): 15–17. http://dx.doi.org/10.1108/sd-11-2016-0158.

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Purpose This paper aims to show the evolutions of the missions given to buyers. Design/methodology/approach This study uses a historical approach. Findings Cost-killing is less and less the more important part of the buyer’s job. Originality/value This paper is aimed at showing the importance of alternative missions given to buyers, in addition to the traditional mission consisting in reducing costs. More and more supply security and value creation are considered as more strategic missions for purchasing.

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Malešič, Marjan. "Civilian Crisis Management in the EU – Structural and Functional Aspects." Journal of International Peacekeeping 15, no. 1-2 (March 25, 2011): 152–77. http://dx.doi.org/10.1163/187541110x540526.

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This article offers a general overview of civilian crisis management in the EU, its mechanisms and instruments, the nature of civil-military cooperation (coordination), and an overview of civilian crisis management missions. Particular attention will be paid to the EULEX Mission in Kosovo as a case-study of how participating civilian experts judge both the mission itself and the mission preparations (i.e. selection and training of personnel, mission strategy, mission related activities, the problems identified etc.). The article will argue that seemingly trivial operational details, such as personnel selection, the quality of pre-deployment training and advance preparation are important factors which, if not properly coordinated, could jeopardise EU goals in the field of crisis management. The author also presumes that unregulated civil-military cooperation and coordination can lead to the failure of crisis management operations.

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Sariman, Silas. "STRATEGI MISI SADRACH SUATU KAJIAN YANG BERSIFAT SOSIO HISTORIS." Jurnal Abdiel: Khazanah Pemikiran Teologi, Pendidikan Agama Kristen, dan Musik Gereja 3, no. 1 (April 24, 2019): 17–32. http://dx.doi.org/10.37368/ja.v3i1.34.

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This writing is to explore the strategy of Christian mission of Kyai Sadrach. Sadrach was a Javanese who proclaimed the Gospel by the cultural approaches. Sadrach could spread the Gospel effectively and his cultural approaches were accepted by the Javanese people at the time. The writer mentions that Sadrach’s mission was the Christian mission that reveals God’s glory. To achieve the aim in explaining the strategy of Sadrach’s mission, the writer talks about the life of Sadrach and his spiritual journey. The Church needs to learn from the strategy of Sadrah’s mission in order for her to proclaim the Gospel contextually.

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Mehrotra, Vikas. "Editorial Mission." Academy of Management Perspectives 22, no. 4 (November 2008): 3. http://dx.doi.org/10.5465/amp.2008.35590348.

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Išoraite, Margarita. "THE ANALYSIS OF STRATEGIC PLANNING IN TRANSPORT." TRANSPORT 21, no. 1 (March 31, 2006): 62–69. http://dx.doi.org/10.3846/16484142.2006.9638044.

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Strategic planning is a process whish brings to life the mission and vision of an enterprise. The article analyses the following issues: 1. Concepts of strategy. 2. Components of strategic planning. 3. The basis of strategic planning. 4. Formal strategic planning. 5. Tools used in strategy development. 6. Problems of strategic planning.

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Journal articles on the topic 'Strategy of Mission'

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