Mission Statement Components Research Articles

Organizational mission statement components: a comparative study between Indian and Singaporean mission statements in the healthcare sector via Python analysis

PurposeThis paper aims to compare the mission statements of Indian and Singaporean firms in the healthcare sector, and define the main components of Indian and Singaporean mission statements.Design/methodology/approachThe study was based on a network analytic approach and content analysis. The research was performed on 200 companies (100 Indian companies and 100 Singaporean companies). For each company, we searched for a mission statement published in the company website. Nonnegative Matrix Factorization (NMF) in Python programming language was utilized to obtain the differences in the components of mission statements between Indian and Singaporean firms.FindingsThe study results indicate a similarity and variation between Indian and Singaporean mission statements. Both countries are more concerned about patients, service, community, quality, and healthcare in their mission statements, but Indian mission statements emphasize quality, affordable price, and technology more than Singaporean firms. In contrast, Singaporean mission statements tend to highlight innovation and company value. This research will assist strategic managers in identifying the mission statement components and choosing the right strategy for the organization.Originality/valueThis study contributes to the literature and ethos theory by identifying and distinguishing the paramount differences between the Indian and Singaporean mission statement components in the healthcare sector.

Mission Statement Components and Social Enterprise Sustainability: Findings from a Mixed-Method Approach

Mission statement components are crucial for the sustainability of social enterprises. Based on content analysis and fuzzy-set qualitative comparative analysis (fsQCA), we investigate the link between mission statement components and sustainability in a sample of 148 Chinese social enterprises. Our findings indicate that social enterprises’ mission statements are both socially and commercially focused. An individual mission statement component does not constitute a necessary condition for the high sustainability of social enterprises, but products or services and enterprise philosophy play a universal role in this regard. There are four configurations of mission statement components that lead to high social enterprise sustainability. This study helps to reveal the complexity of the impact of mission statement components on social enterprise sustainability.

Mission statements and financial and sustainability performance: An exploratory study of Benefit Corporations certified as B Corps

This study aims to identify the components of mission statements of Italian benefit corporations certified as B Corps and analyse those expressing and leading to financial and sustainability performance. On the basis of content analysis and fuzzy set qualitative comparative analysis, the findings revealed that mission statement components express a dual identity, with the sustainability dimension being more marked than the financial dimension. While all mission statements generated an impact beyond the boundaries of the organisation, only some addressed specific stakeholders, particularly customers, society and the environment, while neglecting investors. The sustainability performance of certified B Corps depends on a combination of multiple factors. Additionally, a combination of mission statement features and balance sheet dimensions are conducive to improved sustainability performance. Theoretical, practical and social implications are provided.

Mission Statements: Their Contribution to Performance of Commercial Banks in Kenya

Mission statement is considered an essential part of the strategic management process. This study examined mission statements and their contribution to the performance of commercial banks in Kenya. The specific objective was to examine the contribution of each of the mission statement components to the performance of commercial banks. The study was anchored on the Resource Based Theory. The study employed a descriptive survey to establish the contribution of mission statements to the performance of commercial banks in Kenya. The target population was 44 commercial banks in Kenya. Data were collected using a structured questionnaire for the period 2021-2022 of the commercial banks in Kenya. In terms of data analysis, descriptive statistics have been employed. The results suggest that the mission statements' components, including concern for survival, growth, and profitability; the product/service, customers, technology, and markets, are significant for the performance of commercial banks in Kenya. The study, therefore, concludes that businesses must include in their mission statements: concern for survival, growth, and profitability; the product/service; customers, technology, and markets. The study, therefore, recommends that businesses must include in their mission statements: concern for survival, growth, and profitability; the product/service, customers, technology, and markets. The study drawback is the small sample size. The study has also proposed an area for further research and policy practice.

A text-net analysis of mission statements in the healthcare industry: Evidence from public and private hospitals’ websites

ABSTRACT This study explores components of hospital mission statements by combining text mining techniques and network analysis. By considering 153 public and private hospitals with a published mission statement in English, it evaluates influential words and identified clusters and components in hospital mission statements, determined (in)connections among the statements. Similarities and differences based on hospital ownership status (i.e. public or private) are provided. The assessment of English versions of mission statements in Turkish hospitals generated seven clusters: (1) quality and quality of health services, (2) technology orientation, (3) focus on modern medicine, (4) societal expectations, (5) universal standards, (6) institutional philosophy, and (7) employees. Significant differences in the components of public and private hospital mission statements are identified and the potential contributions to practitioners in developing their mission statements is discussed.

Linking Mission Statements Components to Management Effectiveness

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.

The Relationship between Mission Statement and Firms’ Performance

After two decades of research, the clear relationship between a mission statement and a firm’s performance is not found yet. Past research has demonstrated the meaningful relationship between the mission statement and the performance. Some of these studies, however, have indicated there is no meaningful relationship between the mission statement and the performance. The aim of this paper is to identify the relationship between the mission statement components and the performance components. Moreover, it tries to help managers to state high quality of the mission statement in their firms. Six-component mission statement was developed to measure the completeness of firm’s mission statement, and the BSC was used so as to measure the firms’ performance. The BSC includes four dimensions: financial, customer, internal process and learning and growth. In this research, field research technique was applied, and questionnaires were used in order to gather data. The statistical population was 35 firms. Totally, 1400 questionnaires were passed out, 40 questionnaires in each firm, out of which 1230 questionnaires were returned. SPSS 18 was utilized to analyze the data. Results indicated a significant positive relationship between the components of the mission statement and some of the performance components. The most significant positive relationship was found between the purpose and the financial component, and the least significant positive relationship was found between the vision and the internal presses. In addition, the financial dimension was related to the all the mission components. As a result, improving firm mission statement will improve financial performance, and strategic managers should devote extreme attention to this issue.

Impact of mission statement components on social enterprises’ performance

Social enterprises mix economic and social objectives, forming a bridge between non-profit and profit enterprises. Mission statements are a strategic tool that can provide a company with a purpose of being, a “being” that communicates the core of the business to internal and external stakeholders. In this paper we aim to investigate the link between mission statements and performance in social enterprises. The sample includes 39 social enterprises located in Spain. Our findings indicate that those firms for which the mission statement explicitly considers the customers and the product/service offer are more likely to exhibit higher economic performance.

India’s Super 50 companies and their mission statement: a multifold perspective

Purpose The purpose of this paper is to analyze the content of mission statements of India’s Super 50 companies, selected from Forbes India magazine, on multiple aspects such as components, stakeholders’ inclusion, content readability and strategic orientation. Design/methodology/approach A total sample of 29 companies was chosen for the study, whose mission statement details were available on their official websites. These firms’ mission statement was rated on the basis of nine selected components of what constitutes a “good mission statement.” Further, industry-level analysis was also carried out to measure significant differences between manufacturing and service industries. Data were analyzed using frequency analysis, average and t-statistics. Gunning Fog index was also calculated to measure content readability. Findings The results show that Indian firms largely focus on their customers as major stakeholders while defining their mission and emphasize upon values and philosophy, products or services offered, and integration of technology in production or processes. There is no statistically significant difference identified between the average mean value of components for sample manufacturing and service firms. Research limitations/implications The study is cross-sectional in nature; however, a few firms redesign their mission according to need; therefore, a detailed longitudinal study of a few firms could open up new paradigms. The findings are based on sample firms selected from Forbes India, so generalization needs to be done with complete caution. Originality/value The study looks ahead of the most popular of David’s (1989) nine crucial components of mission statements, taking into account major shifts in the business environment. It also attempts to fill a contextual research gap by analyzing the mission statements of top Indian firms. Three crucial elements – “strategic decision,” “stakeholder concerns” and “critical success factors” – have been identified for Indian firms that define their mission statement.

A content analysis of airline mission statements: Changing trends and contemporary components

Mission statements have an important bearing on business and in the airline industry such statements inform and connect international and heterogeneous stakeholders. While research was conducted on airline mission statements over a decade ago, the industry has since been transformed with the rise of new global carriers and changing consumer trends. The purpose of this study is to examine current airline mission statements to update findings from previous studies. The analysis evaluates the content of mission statements from 79 passenger airlines from around the world. The outcomes reveal products/services, customers, and location/markets as the three most prevalent components. Additionally, it appears mentions of safety in mission statements are increasingly apparent as airlines seek to ensure trust and confidence among consumers. The results and conclusions build on a framework of ten mission statement components and make comparisons between airlines and regions of the world.

The real mission of the mission statement: A systematic review of the literature

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.

“One size fits all”? Convergence in international corporate social responsibility communication—A comparative study ofCSRmission statements in the United States and India

So far, no study has investigated determinants that shape corporate social responsibility (CSR) communication in mission statements, as previous studies have focused on CSR reports and homepages. Our study, which is based on institutional theory, fills this gap. By conducting a directed content analysis of the statements of 200 listed companies in the United States and India, we examine the content conveyed with respect to 5 CSR dimensions, the 5 most prominent stakeholder groups, and additional components of CSR mission statements. Moreover, we examine whether Unted States and Indian companies' CSR communication varies according to their (a) home country, (b) industry affiliation, (c) degree of internationalization, (d) company size, (e) profitability, (f) founding year, (g) length of the CSR mission statement, and (h) compliance with the guidelines of the Global Reporting Initiative. Whereas the findings reveal that the companies' home country, degree of internationalization, and size have no considerable bearing on their CSR communication, we evidence that their communication can be explained by their industry affiliation, the profitability ratio return on assets, founding year, length of the statement, and compliance with the Global Reporting Initiative guidelines. Moreover, we explain the cross‐country conformity of CSR communication by a convergence towards global and universal CSR communication approaches.

The Real Mission of the Mission Statement: A Systematic Review of the Literature

A mission statement is a widely used strategic tool that emphasises an organisation's uniqueness and identity. Nevertheless, it was not until the early 1980s that academics, managers, and consultants recognised the need of explicitly formulating a mission statement in organisations. This article proposes a systematic literature review to synthesise research in this field. For the purpose of this study, 53 academic papers focused on the role of the mission statement in organisations were reviewed. The analysis covers different perspectives, including both a bibliometric analysis and a content analysis. According to their content, the papers selected were grouped into four thematic areas: (1) mission statement development, (2) mission statement components, (3) impact on employees, and (4) impact on performance. The synthesis of this literature shows that mission statements are widely used in practice but poorly researched in theory. Most articles in the area adopt a managerial phenomenon-based strand, lacking a deep theoretical foundation. The paper ends with suggestions for further research in terms of theory, practice, and methodology.

Influence of Customer Focused Mission Statement on Customer Satisfaction

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.

How firm is your digital handshake?: Mission statements and transparency

This study examined the effectiveness of mission statements of the 2014 top 100 and bottom 100 Fortune 500 list based on their inclusion of 10 key components and if they represented the four themes of transparency. Analysis revealed product/service and customers were the most prevalent mission statement components, while excellence topped the transparency variable.

Inside the university technology transfer office: mission statement analysis

The focus of our paper is to qualitatively explore the mission statements components of university TTOs using Pearce and David’s (Acad Manag Exec 1(2):109–115, 1987) eight components. Mission statements are the organization’s central defining purpose and focus. In essence an organizations’ raison d’etre. Given the growing importance of the role TTOs now play, understanding components of mission statements is timely, particularly during the first phase of TTO developments. To provide insights concerning these issues our study is set in the Republic of Ireland, which has one of the top performing university and public research organization technology transfer system within the European Union. Using Pearce and David (1987) well established eight mission statement components we analyzed seven Irish university TTO mission statements. We also conducted quantitative analysis on the number of mission statement components and selected variables. We found that university TTO mission statements focused primarily on two mission components—target customers and markets and principal services. From our quantitative analysis we found moderate positive correlations between patents granted and number of mission statement components. Furthermore we found there was a positive correlation between grants granted outside of Ireland and the number of mission components. Our results, albeit they are tempered by a small sample of data, have pertinent implications for TTOs.

Mission statements in hospitals: evidence from Turkey

An effective mission statement identifies the essential and limited purpose that distinguishes one organisation from another and defines the scope of its business operations in terms of product, service and target markets. The mission statement is an ongoing declaration of the organisation’s purpose and its operating philosophy. Within this context, this study sought to determine whether the use of various mission statement components vary depending on both organisational type and quality certification. One public hospital used the nine components in its mission statement, while three private and eight public hospitals included eight components in their mission statements. In contrast, two private hospitals and one public hospital used none of the components in their mission statements. Overall, most hospitals emphasise the philosophy, customers, public image, and employee components in their mission statements. Links between mission statement components and quality certification were not found.

How do high‐performing organizations define their mission in Ghana?

PurposeHigh performing firms have been associated with “quality” mission statements defined by the choice of components. In an attempt to extend our knowledge in order to give more legitimacy to these claims and also provide more local and relevant reference for Ghana‐based firms, the purpose of this paper is to investigate, through a component analysis, how high‐performing Ghana‐based firms define their mission.Design/methodology/approachMission statements of 50 of the Ghana Club 100 firms, primarily extracted from the official web sites, Initial Public Offer prospectuses and annual reports of the firms, were subjected to content analysis which evaluated and scored the mission statements based on the occurrence of 20 specific components.FindingsThe paper found that high‐performing Ghana‐based firms define missions to include components that the literature uses to measure quality; and these are similar to those of the UK, Canada and Ireland. Based on the ranking of the components, three categories were identified: the imperatives, the highlights, and the adjuncts.Research limitations/implicationsThe paper lumped together all firms irrespective of industry or sector. There is, therefore, the need to conduct further research to identify possible industry or sectoral differences, for better insight and relevance.Practical implicationsIdeas generated in this paper provide a guide to practitioners and firms regarding how they can develop mission statements, drawing on experiences of high‐performing Ghana‐based firms.Originality/valueThis is the first attempt to study how high‐performing Ghana‐based firms define their mission and hence is a major contribution to the scarce if not non‐existent Africa‐specific studies. It also provides a more prescriptive approach to crafting mission statements by proposing hierarchies of the components of mission statements.

Intrasectoral variation in mission and values

Catholic health systems represent a unique sector of nonprofit health care delivery organizations because they must be accountable to institutional pressures of the Roman Catholic Church, in addition to responsiveness to market pressures. Mission statements and values are purported to be the driving force of Catholic institutional identity. Central to the understanding of the Catholic health care delivery sector is the exploration of variation in mission and values statements across the homogeneous field of organizations. The purposes of this study were to identify expressed organizational identity variation-in terms of keywords in mission statements and values-of Catholic health systems in the United States by applying a methodology that integrates text and social network analytical techniques. Data were obtained from the Web site of The Catholic Health Association of the United States and the Web sites of 50 Catholic health systems in 2007. Catholic health system mission statements and values were assessed using a cross-sectional study design. Text analysis and social network techniques were employed to identify the most central words in the texts and linkages among mission statement components and values. This study identifies the components of a common mission statement and the most shared and unique values for a Catholic health system. Even with tremendous similarity, there is also evidence of intrasectoral variation between Catholic health system keywords in mission statements and values. Management implications include the consideration of word relationships developing and constructing mission and values statements to form the framework for strategic vision and management decision making, to assess potential partnership arrangements based on expressed mission statements and values, and to use in executing due diligence in mergers and partnerships.

Mission Statements in U.S. Colleges of Business: An Empirical Examination of Their Content With Linkages to Configurations and Performance

Mission statements are an increasingly important component for accreditation of universities and colleges of business. Thus, understanding similarities and differences in the content of mission statements of business schools is especially timely. To provide insights concerning the use of missions in colleges of business, we analyzed the content of mission statements from 408 AACSB schools and explored relations between mission content and measures of business school characteristics, including performance. Overall, there was considerable variance in the content of organizational missions. Using a previously established framework to analyze mission content, we found business school missions generally lacked comprehensiveness. Relying on a quasi-balanced scorecard approach, we found differences in business school performance were related to mission content. Last, we were able to detect distinctions among configurations of business schools in the use of mission statement components and performance. Overall, this study provides an in-depth look at the status of mission statements among business schools at a time when their use has become critical to accountability, assessment, and accreditation.