scholarly journals Analysis of the level of disclosure of the mission statements of large Brazilian companies,

2021 ◽  
Vol 32 (85) ◽  
pp. 13-28
Author(s):  
Emanuel Junqueira ◽  
Reinaldo Camacho ◽  
Eric Ferreira dos Santos
Keyword(s):  
Strategic Planning ◽  
Mission Statement ◽  
Mission Statements ◽  
Management Process ◽  
Economic Sectors ◽  
Organizational Mission ◽  
Adequate Communication

ABSTRACT The aim of this study was to verify the level of disclosure of the survival, growth, and profitability (SGP) construct in the mission statements of Brazilian companies and in the collective discourse of different economic sectors, classified according to the “Biggest & Best” Annual published by Exame Magazine. The research seeks to fill the gap in the field by studying the disclosure of the SGP construct in the mission statements of large Brazilian companies. Considering the mission statement as the genesis of strategic planning, an analysis of the disclosure of the SGP construct allows for a discussion of the relevance of the contribution of the mission statement to the elaboration, implementation, and monitoring of that planning. The benefit of a mission statement aligned with the strategic planning lies in adequate communication to the stakeholders regarding the long-term SGP goals, based on the assumption that comprehensive and objective communication minimizes the risks of failures during the management process. Collective subject discourse (CSD) was used to develop a qualification metric of the constitutive elements of the organizational mission statements, enabling it to be identified whether the Brazilian companies, grouped into different economic sectors, are smoothing, concealing, or omitting the construct formed by the SGP components in their mission statements. This study investigates the presence or not of the SGP components in the collective discourse of mission statements of 220 large Brazilian companies. Most of the companies analyzed in the sample do not include SGP in their mission statements and those that do discuss it with discursive vagueness, lacking clarity in their disclosure of the components. For the academia, this finding contributes to understanding the constituent components of the mission statements of large Brazilian companies. For organizations, the findings indicate the need to reflect on the content to be used in the formulation of their mission statements.

Leveraging the organizational mission statement to communicate identity, distinctiveness and purpose to primary and secondary stakeholders during COVID-19

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Lorelei Ortiz
Keyword(s):  
Content Analysis ◽  
Mission Statement ◽  
Mission Statements ◽  
Strategic Communication ◽  
Web Content ◽  
Organizational Mission ◽  
Content Type ◽  
Global Pandemic ◽  
Core Mission ◽  
Keyword Searches

PurposeThis study examines comprehensiveness and responsiveness of mission statements for the top 100 retailers on the 2020 National Retailers Federation list in order to (1) evaluate how effectively they communicate organizational identity, values and purpose, (2) underscore a distinctive commitment to stakeholders and (3) what extent these efforts are reflected in revised mission statements or addenda to meet global pandemic challenges.Design/methodology/approachThe study employs a 4-question metric to measure comprehensiveness and a two-pronged qualitative method of analysis consisting of keyword searches followed by content analysis.FindingsRetailer statements are considerably comprehensive in describing purpose and audience yet very few articulate stakeholder value, differentiate themselves as distinctive or substantively reaffirm their core mission and values. Retailers seem more invested in strategic communication around diversity, equity and inclusion, based on web content in their consumer, job seeker and investor touchpoints.Research limitations/implicationsCoding and interpreting language through content analysis methods may introduce some level of subjectivity, particularly when dealing with unstructured data. Implications for how organizations acclimated in order to survive and thrive, while maintaining focus on stakeholders and strategy. Examining organizational mission statements and their contexts yields perspective into how organizations define themselves and what they do during times of crisis.Originality/valueThis study provides insights into the content, structure and functions of the statements against a specific comprehensiveness metric and reveals patterns about the texts and their contexts during a pandemic and strong cultural and societal movements.

scholarly journals Strategic Planning of Marketing Communications in the Digital Age: An Empirical Study of Small and Medium Freight Transport Companies

2019 ◽  
Vol 2 (4) ◽  
Author(s):  
Neringa Vilkaite-Vaitone ◽  
Simas Sologubas
Keyword(s):  
Qualitative Research ◽  
Strategic Planning ◽  
Mission Statement ◽  
Communication Strategies ◽  
Mission Statements ◽  
Market Analysis ◽  
Marketing Communications ◽  
Research Approach ◽  
Marketing Communication ◽  
Communication Challenges

Small and medium transport companies play an important role in creating jobs and wealth of economy. Being related with the consumption of other products, transport companies should build marketing communication strategies. However, strategic planning of marketing communication might have specific challenges in this industry as recent innovations in the field of marketing communication (chatbots, groups in social networks, etc.) gain a considerable appreciation. Prior research has almost neglected specificity of marketing communication challenges faced by small and medium transport companies. Thus, the present research explored strategic planning of marketing communications in aforementioned industry. A qualitative research approach was adopted in order to collect information about peculiarities of strategic planning of marketing communication in transport industry. Interviews with marketing managers showed that their knowledge in the field of strategic planning of marketing communications is insufficient. Gaps in the stages of market analysis, mission statement, and measurement were identified. The lack of compatibility between mission statements and measures used for the evaluation of marketing communication results let authors to conclude that transport companies should pay more attention in ensuring the integration of marketing communication.

scholarly journals Mission Statements in Port Authorities: Empirical Analysis of Content in Spanish Port System

2019 ◽  
Vol 8 (2) ◽  
pp. 235-245
Author(s):  
Ignacio De la Peña Zarzuelo ◽  
María Jesús Freire-Seoane ◽  
Beatriz López-Bermudez
Keyword(s):  
Strategic Planning ◽  
Planning Process ◽  
Mission Statement ◽  
Mission Statements ◽  
Point Of View ◽  
International Standards ◽  
Business Practices ◽  
Theoretical Point ◽  
Port Authorities ◽  
Port System

Introduction: A structured Strategic Planning process has been developed in the Spanish Port System since 1990s. One of the first elements of this process is the formulation of the mission statement of each Port Authority. Aim: An in-depth review of the mission statements of the Spanish Port Authorities is carried out in this research, and mission statements are assessed from a theoretical point of view. The goal of the study is to discuss how mission statements of these entities are aligned with the international standards. Methods: Mission statements are captured from public sources. Two criteria are used for the assessment: its content (analyzing if the mission statement reflects nine key elements usually considered internationally), and its length (number of words). As the first component is qualitative, a Delphi method was used in the assessment of this element. Results: The mission statements of these Port Authorities reflect more frequently than the benchmark omparison made by over 50 companies seven of the nine key elements. The only two fields in which Spanish Port Authorities show a negative gap are those related to "technology” and “concern of employees”. In terms of length, the average of 32 words is shorter than the 50-100 words recommended by some authors. Conclusions: The Strategic Planning in the Spanish Port Authorities is a long and well -structured process. Port Authorities are essentially market-oriented public organisms and their mission statements seems to be properly formulated following business practices in terms of their content.

Organizational Mission Statements

2011 ◽  
pp. 338-354
Author(s):  
John Pillay ◽  
Ray Hackney
Keyword(s):  
Research Methodology ◽  
Financial Services ◽  
Cultural Context ◽  
Mission Statement ◽  
Analytical Techniques ◽  
Mission Statements ◽  
Organizational Mission ◽  
Management Culture ◽  
Case Research ◽  
Productive Discussion

The mission statement embodies certain beliefs about the management culture of the organization, which can be examined and placed within underlying theoretical contexts. This chapter examines postmodernism in this respect, which, in addition to forming a critique of modernist approaches, posits alternative views about philosophy, organization and subsequently IS/IT management theory. The study applies an ethnographic case research methodology where data was collected from 16 interviewees employed within a multi-national financial services group. In this way, the organizational mission statement was used as a vehicle for analyzing the contribution of postmodern approaches to the management of the IS/IT function. The influential Ashridge Model was adopted to map the findings of the study which suggest three propositions for postmodernism in providing: (i) cultural context, (ii) a textual or ‘deconstructive’ analysis and (iii) an ethnographic empathy for further IS/IT research. Finally, it is argued that the modernist/postmodernist dialectic is ultimately a productive discussion, which can positively contribute towards research in terms of analytical techniques and interpretative strategies.

scholarly journals Does Strategic Planning Matter in Enhancing Performance of Zakah Organization? Some Insights from Zakah Management in Indonesia

2018 ◽  
Vol 3 (1) ◽  
pp. 1-21
Author(s):  
Rahmatina Awaliah Kasri ◽  
Niken Iwani Surya Putri
Keyword(s):  
Strategic Planning ◽  
Organizational Performance ◽  
Positive Relationship ◽  
Mission Statement ◽  
Organizational Capacity ◽  
Mission Statements ◽  
Organizational Characteristics ◽  
Research Approach ◽  
Structured Interviews ◽  
Planning Processes

The paper aims to explore strategic planning practices of zakah organizations in Indonesia and their impacts on the organizational performance. It uses qualitative research approach with semi-structured interviews and a quantitative approach based on financial data from the organizations. The study found several interesting findings. First, from mission statement analysis, different zakah organizations seem to have different idealized views and focus on achieving either particular organizational characteristics or organizational targets/outcomes. Second, the strategic planning processes tend to follow the “by-design” and the “by-flow” strategies which are implemented in all zakah agencies regardless of its type. However, it is notable that only the non-government zakah agencies were flexible enough to run programs based on recommendation of the zakah payers. Third, in terms of performance, it is found that corporate zakah agency has the highest collection capacity, while the private zakah agency has the highest distributional capacity. Based on the findings, it is suggested that the zakah organizations should focus on their targets/outcomes and properly design their programs. It is also argued that all zakah agency has formulated sound mission statements and it is reflected well in the organizational capacity. This implies that there is a positive relationship between strategic planning and organizational performance.   Keywords: Zakat, Strategic Management, Zakah organization

scholarly journals Organizational Mission Statement Guidelines Revisited

2012 ◽  
Vol 16 (4) ◽  
pp. 281 ◽  
Author(s):  
Edward L. Powers
Keyword(s):  
Reference Point ◽  
Planning Process ◽  
Mission Statement ◽  
Mission Statements ◽  
Organizational Mission ◽  
Planning Framework ◽  
New Guidelines

This paper provides appropriate guidelines for writing organizational mission statements. A planning framework is presented as a reference point for seeing where a mission statement fits into the planning process. Examples are provided of guidelines typically recommended for use in writing a mission statement, and some samples of organization mission statements are presented in order to illuminate the variety of approaches used in practice. New guidelines for mission statement content are recommended.

Toward a spirituality mode of firm sustainability strategic planning processes

2017 ◽  
Vol 12 (1) ◽  
pp. 46-62 ◽  
Author(s):  
Katelin Barron ◽  
Shih Yung Chou
Keyword(s):  
Strategic Planning ◽  
Environmental Conditions ◽  
Design Methodology ◽  
Conceptual Analysis ◽  
Mission Statements ◽  
Community Sustainability ◽  
Content Type ◽  
Strong Emphasis ◽  
Planning Processes

Purpose This paper aims to develop a spirituality mode of firm strategic planning processes that incorporate four basic firm spirituality elements, namely, transcendence, an inexhaustible source of will, a basic and supreme power and interconnectedness and oneness, used for promoting corporate and community sustainability. Design/methodology/approach A conceptual analysis was performed. Findings Drawing upon prior research, this paper suggests that there are four major spiritual elements of the firm, namely, transcendence, an inexhaustible source of will, a basic and supreme power and interconnectedness and oneness. Additionally, this paper proposes that to promote long-term sustainability and survival of the firm and community, firms can place strong emphasis on firm transcendence when establishing the vision and mission statements. Moreover, firms may need to assess environmental conditions based upon an inexhaustible source of will. Furthermore, when formulating and selecting strategic alternatives, firms can utilize a basic and supreme power. Finally, firms may implement selected strategic alternatives and strategic controls with interconnectedness and oneness mentality. Originality/value This paper is one of the first studies that develop a spirituality mode of strategic planning processes focusing on both corporate and community sustainability.

scholarly journals A Missão Organizacional das Melhores e Maiores Empresas do Brasil

2019 ◽  
Vol 11 (1) ◽  
pp. 1-24
Author(s):  
Leonardo Fabris Lugoboni ◽  
Daniel Andere de Mello ◽  
Adalberto Americo Fischmann ◽  
Alessandra Quishida ◽  
Marcus Vinicius Moreira Zittei
Keyword(s):  
Strategic Planning ◽  
Best Practices ◽  
Organizational Behavior ◽  
Organizational Structure ◽  
Daily Life ◽  
Core Competencies ◽  
Mission Statements ◽  
Core Values ◽  
Self Concept ◽  
Organizational Mission

The concern with outcomes and best practices is part of the daily life of managers and companies, including the concern with strategic planning. Within this context, this research aims to answer the following question: What is the organizational structure of the mission statements of the companies classified as "Biggest and Best" in Brazil? For this we analyze the organizational mission of the 500 best companies classified by ranking "Best and Biggest of 2012" by Abril publisher. It was observed that the main aspects are: "Identification of self-concept and core values, philosophy, technology and core competencies and organizational behavior"; "products and services" and "sustainable issues" (social and environmental). "Although it is not possible to say that the presence or absence of the aspects in their missions are responsible for the performance of companies, we can say that these aspects are present in the organizational mission of the 500 Best and Biggest of 2012.

scholarly journals An Empirical Analysis of Employee Commitment and Impact of Mission Statements

2018 ◽  
Vol 6 (4) ◽  
pp. 323
Author(s):  
Rajbir Singh ◽  
Aparna Datta Bakshi
Keyword(s):  
Strategic Planning ◽  
Empirical Analysis ◽  
Planning Process ◽  
Mission Statement ◽  
Employee Commitment ◽  
Mission Statements ◽  
Statistical Tools ◽  
Strategic Planning Process ◽  
The World ◽  
And Performance

<p><em>Mission Statements drive the strategic planning process of organizations. Mission Statements adorn the receptions and websites of organizations the world over. It is a mission statement which defines the role that the organization plays in the society. A mission statement speaks about the essential purpose of the organization, concerning with why it is in existence, the nature of business it is in and the customers it seeks to serve and satisfy. Importance of mission statement in achieving vision pushes the organization to have a mission statement. On contrary there are several organizations that do not have any mission statement and doing well in business. This paper studies whether the mission statement plays a deciding role in growth and performance of any organization. Necessary statistical tools are used to analyse the data. </em></p>

Strategic planning in grassland farming: Principles andapplications

1997 ◽  
pp. 191-197
Author(s):  
W.J. Parker ◽  
N.M. Shadbolt ◽  
D.I. Gray
Keyword(s):  
Strategic Planning ◽  
Performance Indicators ◽  
Cost Effective ◽  
Key Performance Indicators ◽  
Strategic Plans ◽  
Effective Manner ◽  
Farm Business ◽  
Pastoral Farming ◽  
Financial Environment

Three levels of planning can be distinguished in grassland farming: strategic, tactical and operational. The purpose of strategic planning is to achieve a sustainable long-term fit of the farm business with its physical, social and financial environment. In pastoral farming, this essentially means developing plans that maximise and best match pasture growth with animal demand, while generating sufficient income to maintain or enhance farm resources and improvements, and attain personal and financial goals. Strategic plans relate to the whole farm business and are focused on the means to achieve future needs. They should be routinely (at least annually) reviewed and monitored for effectiveness through key performance indicators (e.g., Economic Farm Surplus) that enable progress toward goals to be measured in a timely and cost-effective manner. Failure to link strategy with control is likely to result in unfulfilled plans. Keywords: management, performance

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