2017
DOI: 10.1080/10978526.2017.1400389
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Mission Power and Firm Financial Performance

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Cited by 7 publications
(6 citation statements)
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“…Missions are highly important elements of company strategies that reflect business priorities set by owners, CEOs, top managers, etc. It is known that these declarations influence real company performance [58][59][60][61][62]: i.e., these are not 'just words', but real instruments of strategic management. Commonly, mission statements are strategic documents, not public relation tools (although they may function as such, too).…”
Section: Methodsmentioning
confidence: 99%
“…Missions are highly important elements of company strategies that reflect business priorities set by owners, CEOs, top managers, etc. It is known that these declarations influence real company performance [58][59][60][61][62]: i.e., these are not 'just words', but real instruments of strategic management. Commonly, mission statements are strategic documents, not public relation tools (although they may function as such, too).…”
Section: Methodsmentioning
confidence: 99%
“…A recent literature review on the subject states that the main focus of this research is threefold [3]: i) comparative performance of firms that report their mission publicly versus those that do not; ii) the specific characteristics of mission content and orientation; iii) and the mediating effect of diverse factors (e.g., employees' commitment to the mission) on both financial (i.e., observable and self-reported) and non-financial performance. To date, most studies have analyzed institutions, ranging from private firms to hospitals and universities, solely from higher-income countries [4][5][6][7][8][9][10][11][12][13][14][15][16][17][18][19][20][21].…”
Section: Introductionmentioning
confidence: 99%
“…As mentioned, there is well-established research on MS contents and its association with organisational performance [12,13,[17][18][19][20][21][22][23][24][25][26][27][28]. The MS content should express at least four key concepts, namely, purpose (why the organisation exists), values (what it believes in), standards and behaviours (the rules/norms that shape its operations) and strategy (long-term planning and pathway for achieving its purpose) [10].…”
Section: Introductionmentioning
confidence: 99%