c عنوان انگلیسی مقاله:

Revisiting the link between mission statements and organizational performance in the non-profit sector: The mediating effect of organizational commitment

ترجمه عنوان مقاله: بازنگری ارتباط بین ماموریت و عملکرد سازمانی در بخش غیر انتفاعی: اثر واسطه تعهد سازمانی

رشته: مدیریت منابع انسانی

سال انتشار: 2015

تعداد صفحات مقاله انگلیسی: 11 صفحه

منبع: الزویر و ساینس دایرکت

نوع فایل: pdf

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چکیده مقاله

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.

Keywords: Mission statements, Organizational performance, Mediating effect, Organizational commitment, Non-profit sector

مقدمه مقاله

As a result of major financial and economic constraints induced by the greatest economic crisis in decades, non-profit organizations are increasingly compelled to develop strategies to improve their effectiveness and sustainability, in order to accomplish financial and performance goals (McDonald, 2007; Unerman & O’Dwyer, 2010; Weerawardena, Mcdonald, & Sullivan-Mort, 2010). Mainstream literature in Marketing and Strategic Management holds that the organizational mission is a powerful tool to deliver superior value to customers and other stakeholders while enhancing organizational performance.

Consequently, to improve performance, organizations effectively need to make sense of their mission since it may act as a route leading to the achievement of long-term strategic objectives (Mullane, 2002; Siciliano, 2008). According to prior studies, key beneficial effects of a suitable mission on performance include, among other aspects, its role in facilitating strategy formulation and providing a framework for decision-making (Pearce & Robinson, 1991), its positive influenceon staff and volunteer motivation, and its emphasis on reinforcing the organization’s legitimacy to its stakeholders (Forbes & Seena,2006; Kirk & Nolan, 2010).

However, although these widely prevailing assertions have gained an ubiquitous character, research has not firmly established a positive relationship between mission statements and performance. This is because while a positive link between mission statements and performance has been a dominant assumption in the management literature (Hirota, Kubo,Miyajima, Hong, & Park, 2010; Pearce & David, 1987), some studies have shown an inconclusive or even negative link (Bart,2007a; Bart & Baetz, 1998; Bartkus & Glassman, 2008).