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Does your mission statement have any value? An explorative analysis of the effectiveness of mission statements from a communication perspective

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  • S. DESMIDT

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  • A. PRINZIE
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    Abstract

    Convinced that it will improve their performance, the majority of public and non-profit organizations has developed a formal mission statement. However, despite its popularity, the assumed mission statement-performance hypothesis seems to be barely analyzed nor tested (Weiss and Piderit 1999). We addressed this issue by empirically examining the effectiveness of mission statements from an intra-organizational communication perspective and tested a theoretical rationale explaining the mission statement-performance hypothesis. The study results indicated that mission statements stimulate organizational members to engage in information conveyance and convergence processes, which prove to be positively related with the level of mission motivation. Higher levels of mission motivation, in turn, are assumed to be related with higher organizational performance.

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    File URL: http://www.feb.ugent.be/nl/Ondz/wp/Papers/wp_09_568.pdf
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    Bibliographic Info

    Paper provided by Ghent University, Faculty of Economics and Business Administration in its series Working Papers of Faculty of Economics and Business Administration, Ghent University, Belgium with number 09/568.

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    Length: 37 pages
    Date of creation: Mar 2009
    Date of revision:
    Handle: RePEc:rug:rugwps:09/568

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    Keywords: Mission statement; communication effectiveness; public organizations;

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    1. Bartkus, Barbara & Glassman, Myron & Bruce McAfee, R., 2000. "Mission statements: Are they smoke and mirrors?," Business Horizons, Elsevier, vol. 43(6), pages 23-28.
    2. Ireland, R. Duane & Hirc, Michael A., 1992. "Mission statements: Importance, challenge, and recommendations for development," Business Horizons, Elsevier, vol. 35(3), pages 34-42.
    3. Christopher Kenneth Bart, 1998. "The Relationship Between Mission Statements and Firm Performance: An Exploratory Study," Journal of Management Studies, Wiley Blackwell, vol. 35(6), pages 823-853, November.
    4. Vlaar, P.W.L. & van den Bosch, F.A.J., 2006. "Coping with Problems of Understanding in Interorganizational Relationships: Using Formalization as a Means to make Sense," ERIM Report Series Research in Management ERS-2006-034-STR, Erasmus Research Institute of Management (ERIM), ERIM is the joint research institute of the Rotterdam School of Management, Erasmus University and the Erasmus School of Economics (ESE) at Erasmus University Rotterdam.
    5. Barbara Bartkus & Myron Glassman, 2008. "Do Firms Practice What They Preach? The Relationship Between Mission Statements and Stakeholder Management," Journal of Business Ethics, Springer, vol. 83(2), pages 207-216, December.
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