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A Content Analysis Of The Mission Statements Of Iran, Turkey, India And United States Pharmaceutical Companies

Listed author(s):
  • Shahriar AZIZI

    (Shahid Beheshti University, Tehran, Iran)

  • Vahid HOSSEINABADI

    (Shahid Beheshti University, Tehran, Iran)

Registered author(s):

    Pharmaceutical companies play a critical role in healthcare economy. Articulating mission statement of a Pharmaceutical company results in guiding strategies and activities of the firm. In this survey, mission statements of Iranian, Turkish, Indian and American pharmaceutical companies are analyzed. By using content analysis, frequencies of nine elements of the mission statement according to Fred R. David including: customers, product/service, market, technology, survival/growth/profitability, philosophy, self-perception, public image and employee were investigated. 98 mission statements of pharmaceutical companies (32 iranain companies, 16 Turkish companies, 30 Indian companies, and 20 American companies) were analyzed. Simple correspondence analysis was used to extract the perceptual map. Results indicate that two dimensions of perceptual map include: focus of mission (throughput or input/output), and focus of mission elements (market or support). Iranian companies placed on the quarter of throughput /support, American and Turkish companies placed on the quarter of throughput/market. Indian companies placed on the quarter of input and output/market.

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    Article provided by University of Craiova, Faculty of Economics and Business Administration in its journal Management and Marketing Journal.

    Volume (Year): XII (2014)
    Issue (Month): 1 (May)
    Pages: 52-66

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    Handle: RePEc:aio:manmar:v:xii:y:2014:i:1:p:52-66
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    1. 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.
    2. Bartkus, Barbara & Glassman, Myron & Bruce McAfee, R., 2000. "Mission statements: Are they smoke and mirrors?," Business Horizons, Elsevier, vol. 43(6), pages 23-28.
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