Mission Statement Quality and Financial Performance

Bartkus, Barbara R.; Glassman, Myron; McAfee, Bruce

doi:10.1016/j.emj.2005.12.010

Cited by 120 publications

(114 citation statements)

References 18 publications

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“…As análises indicaram que escrever uma missão organizacional deve ser a primeira decisão estratégica que uma pequena empresa precisa tomar para ter um desempenho institucional adequado. Bartkus, Glassman & McAfee (2006) estudaram a relação entre a qualidade das missões e o desempenho financeiro de 30 empresas japonesas, europeias e estadunidenses. Verificou-se que as missões que incluem frases relacionadas às regras fundamentais do negócio são significativas e positivas com o desempenho financeiro: preocupação com os seus colaboradores, responsabilidade perante a sociedade na qual atua e ênfase e comunicação do seu valor.…”

Section: Estudos Anterioresunclassified

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Missão Organizacional: Análise dos Principais Elementos Propostos por Pearce II (1982) Presentes nas Missões dos Hotéis do Sul do Brasil

Souza¹,

Coral²,

Lunkes³

2014

PSLTR

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A missão organizacional representa a razão de ser das empresas, para que ela serve, qual sua justificativa de existência para a sociedade e a função social que exerce. Assim, este artigo tem por objetivo analisar os elementos propostos por Pearce II (1982) presentes nas missões dos hotéis do Sul do Brasil associadas à ABIH (Associação Brasileira da Indústria de Hotéis) do Paraná, de Santa Catarina e do Rio Grande do Sul. Para atingir tal objetivo, realizou-se uma pesquisa descritiva, com abordagem quantitativa e análise de conteúdo. A relação dos hotéis avaliados foi retirada do website da ABIH dos três estados do Sul do Brasil, totalizando 396 empresas hoteleiras. A maioria delas possui endereço eletrônico, porém a amostra foi composta por 52 hotéis que divulgaram nele sua missão. Definiu-se o modelo de Pearce II (1982) como indexador de missão efetiva e, posteriormente, foram selecionados os elementos presentes nas missões coletadas. Os resultados sugerem que nenhuma empresa da amostra possui uma missão efetiva, ou seja, os hotéis do Sul do Brasil fazem a missão por adequação à sua estrutura ou influência do setor em que estão inseridos. Os indicativos apontam que as empresas pesquisadas utilizam a missão organizacional mais como instrumento de marketing do que como ferramenta de gestão estratégica.Palavras-chave: Missão organizacional; Elementos; Hotéis. STATEMENT MISSION: ANALYSIS OF THE MAIN ELEMENTS PROPOSED BY PEARCE II (1982) PRESENT IN THE MISSIONS OF HOTELS IN SOUTHERN BRAZIL ABSTRACTThe statement mission is the raison d'être of companies so that it serves, what its justification for the existence of society and the social function it performs. Thus, this paper aims to identify and analyze the elements proposed by Pearce II (1982) present in the missions of hotels in southern Brazil associated with ABIH (Brazilian Association of Hotel Industry) of Paraná, Santa Catarina and Rio Grande do Sul to achieve this goal, we performed a descriptive research with quantitative approach and content analysis. The list of hotels reviews was removed from the website ABIH the three southern states of Brazil, totaling 217 hotel companies. Most have address, but the sample was composed of 52 hotels that have reported it its mission. Set up the model of Pearce II (1982) as an index of effective mission and subsequently were selected elements in missions collected. The results suggest that no sample company has an effective mission, ie hotels South of Brazil are the mission for the adequacy or influence the structure of the sector in which they are inserted. Indicative point that companies surveyed use the organizational mission more as a marketing tool than as a strategic management tool.

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Section: Estudos Anterioresunclassified

“…Em outras palavras, este estudo pode contribuir para o desenvolvimento das missões em empresas hoteleiras, visto que são fundamentais para sobrevivência, crescimento e sucesso de qualquer negócio (Churchill & Lewis, 1983;Smith & Fleck, 1987;Analoui & Karami, 2002;Bartkus, Glassman & Mcafee, 2006;Williams, 2008).…”

Section: Introductionunclassified

Missão Organizacional: Análise dos Principais Elementos Propostos por Pearce II (1982) Presentes nas Missões dos Hotéis do Sul do Brasil

Souza¹,

Coral²,

Lunkes³

2014

PSLTR

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“…Samson (1999) suggests that efforts in improved leadership, human resources management and customer focus are more likely to be fruitful than efforts in improving information and analysis, strategic planning and process management. According to Bartkus (2006), mission statements that include phrases that refer to what many may view as the fundamental rules of business have a significant positive relationship with financial performance; such phrases include "be concerned with your employees", "be responsible to the society in which you do business," and "emphasize and communicate your value system". But Terziovski (2003) argues that the business value of certification has varied from unprecedented successes to an increasing workload and "cost of doing business".…”

Section: Literature Reviewmentioning

confidence: 99%

The estimation of the return on firms’ investments – as to ISO 9001

Santos¹,

Costa²,

Leal³

2018

Int. J. Eng. Sci. Tech

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The aim of this paper was to estimate the return on investment in QMS (quality management systems) certification undertaken in Portuguese firms, according to the ISO 9000 series. A total of 426 certified Portuguese firms were surveyed. The response rate was 61.03 percent. The different payback periods were validated through statistical analysis and the relationship between expected and perceived payback periods was discussed. This study suggests that a firm's sector of activity, size and degree of internationalization are related to the length of the investment in QMS certification recovery period. Furthermore, our findings suggest, that the time taken to obtain the certification is not directly related to the economic component of the certification. The majority of Portuguese firms (58.9%) took up to three years to recoup their investment and 35.5% of companies said they had not yet recovered the initial investment made. The recoup of investment was measured by the increase in the number of customers and consequent volume of deliveries, improved profitability and productivity of the company, improvement of competitive position and performance (cost savings), reduction in the number of external complaints and internal defects/scrap, achievement of some important clientele, among others. We compared our work to similar studies undertaken in other countries. This paper provides a contribution to the research related to the return on investment for costs related to the certification QMS according to ISO 9000. This paper provides a valuable contribution to the field and is one of the first studies to undertake this type of analysis in Portugal.

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“…Considering the literature on the role of mission statements in the strategic management process, Bartkus et al [30,31] identified the most cited goals. Mission statements should communicate a firm's direction to the different groups of stakeholders [26].…”

Section: Introductionmentioning

confidence: 99%

“…In this vein, they considered that the quality of a mission statement is generally related to the wealth of its content and the presence of different defined topics [29][30][31].…”

Section: Introductionmentioning

confidence: 99%

Stakeholder Orientation in Cruise Lines’ Mission Statements

2017

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Consistent with the extant management literature, mission statements are crucial for the sustainability and growth of any firms and have been considered to be a tool for the strategic management process. Despite the considerable attention awarded to this theme, the role of the mission statement in the strategic management of tourism firms has not been sufficiently highlighted. The present paper tries to bridge this literature gap and aims to (i) analyze the content of mission statements; and (ii) investigate the stakeholder orientation of cruise line mission statements. We apply a content analysis method to analyze the mission statements of 44 cruise lines, employing three different perspectives: (1) the inclusion of stakeholder groups; (2) mentions of specific "mission" components; (3) reference to four goals usually assigned to mission statements. The analysis was performed using the software package QDA-Miner. The results suggest that it is possible to identify four clusters of firms that present similar content in their mission statements, and that cruise companies tend to reserve a major attention to customers. This contribution presents some valuable research implications mainly useful for researchers and academics, but also maybe of benefit to professionals and investors.

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Mission Statement Quality and Financial Performance

Cited by 120 publications

References 18 publications

Missão Organizacional: Análise dos Principais Elementos Propostos por Pearce II (1982) Presentes nas Missões dos Hotéis do Sul do Brasil

Missão Organizacional: Análise dos Principais Elementos Propostos por Pearce II (1982) Presentes nas Missões dos Hotéis do Sul do Brasil

The estimation of the return on firms’ investments – as to ISO 9001

Stakeholder Orientation in Cruise Lines’ Mission Statements

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