Determining Mission Statement Effectiveness from a Fit Perspective

Abstract

Abstract:The purpose of this paper is to study the relationship between the organization's mission statement and its outcomes from a fit perspective in the alignment of the organization's structural and cultural elements. Based on an extension of Campbell's (1991) mission model by combination of ideas from two schools of thought in mission statement studies (structural and cultural), the authors introduce the concept of "fit" to show how it contributes towards a new mission statement model. The results show that both alignments are important to create a fit situation in order to positively impact organization outcomes. Based on Cohen (1988), the detected effect size of .322 is considered large. The managerial implication is that there should be more focus on managing organisational alignment to support a fit situation as this is instrumental to mission statement effectiveness. The originality of this study stems from the idea that while past studies develop model based on ideas from within the confine of a particular school of thought, this study is one of the first to combine ideas from both the structural and cultural schools of thought by extending Campbell's (1991) mission model using the fit perspective.

Analysing the issues surrounding information and communication technology penetration and growth

“…The TOE framework was used to investigate 13 determinants that affect ICT adoption and growth. The papers are filtered and searched as part of the review process, which is tracked using the SIFRIA (Abdullahi et al, 2021;Ahmadi et al, 2016;Chiu et al, 2017;Ilin et al, 2017;Kulkarni & Patil, 2020;Mohamed & Anter, 2018;Pateli & Mylonas, 2020;Religia et al, 2021;Senarathna et al, 2018;Seong-yuen, 2017;Jere & Ngidi, 2016;Senyo et al, 2016(Tyasari et al, 2021 14 Ngongo et al, 2019;Wang et al, 2016) 2 Security and privacy (Ahmadi et al, 2016;Ali, 2020;Asiaei et al, 2019;Jianwen, 2019;Kulkarni & Patil, 2020;Mohamed & Anter, 2018;Njenga et al, 2018;Pateli & Mylonas, 2020;Priyadarshinee et al, 2017;Senarathna et al, 2018;Sharma et al, 2017;Skafi et al, 2020); (Chiju et al, 2017;Senyo et al, 2016) 15 (Abed, 2020;Joubert & Jokonya, 2021) 3 Compatibility (Ahmadi et al, 2016;Ali, 2020;Chiu et al, 2017;Eze & Chinedu-eze, 2020;Jianwen, 2019;Kulkarni & Patil, 2020;Mohamed & Anter, 2018;Religia et al, 2021;…”

Mission statement effectiveness: investigating managers' sensemaking role

“…The adoption of this approach in studying the mission statement should prove fruitful given that effectiveness of management sensemaking in shaping value congruence is supported by research (Maitlis, 2005;Rolls et al, 2008;Hoffman et al, 2011). In mission statement research, management involvement is defined as the management's involvement in implementing the mission statement for strategic alignment and strengthening organisational culture (Ralph et al, 2014;Toh and Koon, 2017). Since mission statements are expected to evolve in tandem with the external environment (Koch et al, 2014), managers are expected to lead this adaptation process.…”