دانلود رایگان مقاله بازنگری ارتباط بین بیانیه ماموریت و عملکرد سازمانی در بخش غیر انتفاعی

abstract

Although mission statements are widely adopted as an important strategic tool, their effective influence on organizational performance are not firmly established due to a lack of consistent results in relevant literature. To shed light on this relationship, the present study proposes a model to examine the mediating role of organizational commitment in explaining and clarifying the mission-performance link. Another merit of this paper is to consider mission as a formative construct. Adopting a quantitative methodological approach, this study reports findings obtained from a representative sample of 112 non-profit health care organizations operating in Portugal. Our findings clearly demonstrate that the relationship between mission statements and organizational performance is better understood if the influence of organizational commitment, as a mediating variable of the aforementioned relationship, is taken into account. This study concludes by discussing conceptual contributions, limitations and possible future research avenues.

4. Discussion and conclusion

The results demonstrate a significant indirect effect of organizational commitment on the mission statements e performance link. This finding is consistent with the argument that meaningful mission statements can be considered as effective strategic tools as long as employees are aligned with the organizations' values. In other words, the mediated effect of organizational commitment on the mission-performance relationship may be seen as the result of a complex influence of other organizational dynamics, such as the sense of mission (Campbell & Yeung, 1991). Moreover, mission statements are not only crucial to provide direction and focus but also to promote the sharing of organizational values among employees (Campbell & Yeung, 1991; Collins & Porras, 1996). Further, mission statements are supposed to promote employee awareness of the significance of organizational outcomes (Paarlberg & Lavigna, 2010). Likewise, this is in line with the idea that mission statements also promote a sense of shared expectations among employees (Alavi & Karami, 2009; Analoui & Karami, 2002) while influencing the behavior of organizational participants (Davis, Ruhe, Lee, & Rajadhyaksha, 2007). Second, our results support a positive and direct link between mission statements and performance. This finding assumes particular relevance insofar as it overcomes previous doubts in relation to the real value of mission statements vis a vis the organization's output. Moreover, the non-profit sector is currently facing critical challenges and more than ever, it is important to reinforce the relevance of having a meaningful and purposive mission statement. This is in line with other authors (Verma, 2010) who maintain that mission statements are no longer “decorative motherhood statements with very little implications”. In fact, our results corroborate previous studies suggesting that managers who develop a mission statement with the aim of inspiring organizational members, promoting shared values, and providing a common direction, are most likely to increase their organization's performance (Bart, 1997b, 1998; Bart et al., 2001; Davis et al., 2007; Desmidt et al., 2011).