Purpose – The purpose of this paper is to explore the relationship between work-life balance, organizational pride and job satisfaction. When evaluating employee work-life balance the present paper takes into consideration two relevant antecedents: supervisor support and job autonomy; and explores their link with organizational pride and job satisfaction. Design/methodology/approach – To verify the hypothesis, a questionnaire survey was used to collect data in a Spanish pharmaceutical organization; 374 responses were obtained. Structural equation modeling was used for the data analysis. Findings – Data confirms the relationship between the analyzed constructs. The results support the hypothesized relationships of supervisor work-life balance support and autonomy with employee work-life balance. In addition, employee work-life balance is positively related with organizational pride and job satisfaction. Practical implications – This study provides a useful measurement model that employers and employees can use to evaluate and improve work-life balance through job autonomy and supervisor support. Companies should pay attention to employee work-life balance to enhance organizational pride and job satisfaction. The research tries to help companies to more effectively use their human capital resources. Originality/value – The paper addresses gaps in the current literature in work-life, organizational pride and job satisfaction. The results may serve as the criteria for managers to better enhance employee job satisfaction in organizations.

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A 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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Purpose This paper aims to contribute to the existing literature on social enterprises and business model innovation. Particularly, it sheds some light on those factors that turn a social innovation initiative into a success, both in terms of meeting social needs and achieving economic sustainability. Design/methodology/approach By using a grounded theory approach, an inductive comparative case study is conducted. Two work integration social enterprises in the hospitality and tourism sector are selected. Both companies are located in Barcelona (Spain) under the same legal regulation and economic situation and initially run a manufacturing business. Due to the economic crisis they were forced to reinvent themselves to survive. Data were collected from different sources and coded using content analysis procedures. Findings Results indicate that three factors, namely, value proposition, appropriate market research and stakeholder involvement, heavily contributed to firm’s success, corroborating previous studies. Furthermore, our study reveals that social need pressures and managerial trust on employees are additional factors that drive social business model innovation. Practical implications Changes in the demand, the rules governing the market or economic downturns are external drivers for demand-pull innovations. In such context, firms need to reformulate their business models if they wish to survive. Acknowledging the factors that help firms overcome these obstacles is of great interest for both academics and entrepreneurs. Originality/value Social innovation in business models is a topic still poorly defined in the literature, yet, its boundaries to other fields are still fuzzy. This paper aims to fulfill this gap by presenting the theoretical domain in which this topic fits in and evidencing those successful factors that should be considered when designing and implementing a business model innovation which may help other firms facing a similar process.