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Looking for the value of mission statements: a meta-analysis of 20 years of research

Sebastian Desmidt UGent, Anita Prinzie UGent and Adelien Decramer UGent (2011) MANAGEMENT DECISION. 49(3-4). p.468-483
abstract
Purpose - After two decades of research, the effect of a mission statement on an organization's performance is still unclear. In order to address these shortcomings, a research project via the setting-up of this paper seeks to identify all empirical studies addressing the mission statement-financial performance relation, analyze how the mission statement-financial performance relation is operationalized, and aggregate the findings of the identified studies by means of a meta-analysis. Design/methodology/approach - A systematic literature review procedure was developed to identify all relevant articles and meta-analytic procedures were used to calculate the effect size of the selected studies. Findings - The study results indicate a small positive relation between mission statements and measures of financial organizational performance. However, additional analyses indicated that interstudy differences in measures significantly influenced the estimates (population effect sizes of the created subsamples ranged from 0.0808 to 0.4100). Research limitations/implications - These contradictive findings stress the importance and impact of operationalization decisions in mission statement-performance research, and provide paths for future practice-oriented research. Originality/value - This study is the first to assess the performance impact of one of the most popular management instruments, namely mission statements, by means of meta-analytical techniques and, to evaluate the moderation effect of operationalization decisions on the cited relationship. Furthermore, by aggregating research on the mission statement-performance relationship, a knowledge base was devised which provides normative advice on the characteristics of a "good" mission statement.
Please use this url to cite or link to this publication:
author
organization
year
type
journalArticle (original)
publication status
published
subject
keyword
KNOWLEDGE, HEALTH-CARE SECTOR, INNOVATION, Mission statements, Financial performance, Organizational performance, Organizational analysis, PERFORMANCE, FIRMS, RATIONALES
journal title
MANAGEMENT DECISION
Manag. Decis.
volume
49
issue
3-4
pages
468 - 483
Web of Science type
Article
Web of Science id
000290929800009
JCR category
MANAGEMENT
JCR impact factor
1.302 (2011)
JCR rank
74/165 (2011)
JCR quartile
2 (2011)
ISSN
0025-1747
DOI
10.1108/00251741111120806
language
English
UGent publication?
no
classification
A1
copyright statement
I have transferred the copyright for this publication to the publisher
id
2037088
handle
http://hdl.handle.net/1854/LU-2037088
date created
2012-02-17 13:15:01
date last changed
2015-06-17 09:57:38
@article{2037088,
  abstract     = {Purpose - After two decades of research, the effect of a mission statement on an organization's performance is still unclear. In order to address these shortcomings, a research project via the setting-up of this paper seeks to identify all empirical studies addressing the mission statement-financial performance relation, analyze how the mission statement-financial performance relation is operationalized, and aggregate the findings of the identified studies by means of a meta-analysis. Design/methodology/approach - A systematic literature review procedure was developed to identify all relevant articles and meta-analytic procedures were used to calculate the effect size of the selected studies. Findings - The study results indicate a small positive relation between mission statements and measures of financial organizational performance. However, additional analyses indicated that interstudy differences in measures significantly influenced the estimates (population effect sizes of the created subsamples ranged from 0.0808 to 0.4100). Research limitations/implications - These contradictive findings stress the importance and impact of operationalization decisions in mission statement-performance research, and provide paths for future practice-oriented research. Originality/value - This study is the first to assess the performance impact of one of the most popular management instruments, namely mission statements, by means of meta-analytical techniques and, to evaluate the moderation effect of operationalization decisions on the cited relationship. Furthermore, by aggregating research on the mission statement-performance relationship, a knowledge base was devised which provides normative advice on the characteristics of a {\textacutedbl}good{\textacutedbl} mission statement.},
  author       = {Desmidt, Sebastian and Prinzie, Anita and Decramer, Adelien},
  issn         = {0025-1747},
  journal      = {MANAGEMENT DECISION},
  keyword      = {KNOWLEDGE,HEALTH-CARE SECTOR,INNOVATION,Mission statements,Financial performance,Organizational performance,Organizational analysis,PERFORMANCE,FIRMS,RATIONALES},
  language     = {eng},
  number       = {3-4},
  pages        = {468--483},
  title        = {Looking for the value of mission statements: a meta-analysis of 20 years of research},
  url          = {http://dx.doi.org/10.1108/00251741111120806},
  volume       = {49},
  year         = {2011},
}

Chicago
Desmidt, Sebastian, Anita Prinzie, and Adelien Decramer. 2011. “Looking for the Value of Mission Statements: a Meta-analysis of 20 Years of Research.” Management Decision 49 (3-4): 468–483.
APA
Desmidt, S., Prinzie, A., & Decramer, A. (2011). Looking for the value of mission statements: a meta-analysis of 20 years of research. MANAGEMENT DECISION, 49(3-4), 468–483.
Vancouver
1.
Desmidt S, Prinzie A, Decramer A. Looking for the value of mission statements: a meta-analysis of 20 years of research. MANAGEMENT DECISION. 2011;49(3-4):468–83.
MLA
Desmidt, Sebastian, Anita Prinzie, and Adelien Decramer. “Looking for the Value of Mission Statements: a Meta-analysis of 20 Years of Research.” MANAGEMENT DECISION 49.3-4 (2011): 468–483. Print.