How Organizational Identity Affects Hospital Performance: Comparing Predictive Power of Mission Statements and Sector Affiliation

Min, Naon; Shen, Ruowen; Berlan, David; Lee, Keon-Hyung

doi:10.1080/15309576.2019.1684958

Cited by 14 publications

(8 citation statements)

References 93 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…The positively significant relationship between OI and OP at the team level suggested that high-level IO of organization members perceive harmony in the organization and directly or indirectly promote their positive outcomes for work attitudes and behavior. Min et al (2020) suggested that institutional forces might constrain organization members to accept the vision within an organization which guides and shares a common purpose among them. It showed that organization members have feelings about adaptability, honor, and loyalty to an organization which could promote them creating value for the organization to perform positive work outcomes.…”

Section: Discussionmentioning

confidence: 99%

The Myth of Organizational Change Process: A Study of Uniting Organizational Identity, Promoting Organizational Performance, and Member Behavior

2022

View full text Add to dashboard Cite

In response to changing circumstances, how organizations actively promote organizational performance and member behavior, and enhance competitiveness have become important issues for enterprises. This research utilized the psychological ownership theory to study how organizational members’ organizational identity, organizational performance, and member behavior to fill the research gaps that organizational psychological ownership only explores at the individual level and extend previous research on its antecedents. Hierarchical linear modeling (HLM) analysis was conducted to test the cross-level hypotheses when organizational identity affects organizational psychological ownership. Participants were volunteers of the Republic of China army with a total of 160 group samples and 630 individual samples. The research resulted that organizational identity could affect organizational performance in team level and organizational psychological ownership in individual level. In the psychology process, organizational psychological ownership could mediate the relationship between work value and member behavior.

show abstract

Section: Discussionmentioning

confidence: 99%

The Myth of Organizational Change Process: A Study of Uniting Organizational Identity, Promoting Organizational Performance, and Member Behavior

2022

View full text Add to dashboard Cite

show abstract

“…It is plausible that mission statements would influence performance at least partially, if not primarily, through an effect on the external audience. Min et al . (2020) found in a study of Florida hospitals that much mission statement language was ubiquitous in the industry because it was expected.…”

Section: Literature Reviewmentioning

confidence: 99%

“…It is plausible that mission The effect of mission statement polarity statements would influence performance at least partially, if not primarily, through an effect on the external audience. Min et al (2020) found in a study of Florida hospitals that much mission statement language was ubiquitous in the industry because it was expected. Most mission statement language had little or no correlation with organizational behavior or performance on language about providing quality care, access, or controlling costs.…”

Section: Mission Statementsmentioning

confidence: 99%

What has emotion got to do with it: the moderating effect of mission statement polarity on fundraising performance

Willey

Aplin-Houtz

Casile

2023

JSMA

View full text Add to dashboard Cite

PurposeThis manuscript explores the value of mission statement emotional content in the relationship between money raised by a nonprofit organization through fundraising efforts and the money spent. It proposes the emotional content of a mission statement moderates money spent and earned to ultimately to impact how much revenue a nonprofit makes through fundraising.Design/methodology/approachThe manuscript evaluates the qualitative turned quantitative data (via text mining [TM]) in mission statements from 200 nonprofits serving the homeless sector via a moderation analysis. After segmenting the sampled nonprofits by gross revenue, the authors analyze the impact of the positive and negative emotional tone in each group to determine how the content of a mission statement impacts organizational revenue.FindingsThe paper provides empirical insights about how the emotional polarity of a mission statement influences money earned through fundraising. However, the positive and negative tone of a mission statement impacts organizations differently based on size. For nonprofits that report an annual revenue of less than $1 million, a positive tone in the mission statement results in higher revenue. Conversely, nonprofits that report over $1 million earn less revenue with a positive tone in their mission statement.Research limitations/implicationsOwing to the specialized group sampled, the findings possibly only apply to the sampled group. Therefore, researchers are encouraged to test the relationships found in other areas of nonprofits. However, the implications of mission statement polarity influencing financial performance in any population should be of keen interest to practitioners when crafting mission statements.Practical implicationsThe finding that mission statement emotional tone influences the financial performance of a nonprofit has direct implications for the effective delivery of services in the nonprofit realm. Leaders of nonprofits can use the study’s findings to position their organizations to capture potential needed revenue in the crafting of their mission statements.Originality/valueThis paper uniquely exposes the moderating impact of the emotional tone in mission statements in relationship with financial performance.

show abstract

“…To begin answering these questions, this study compares the values, principles, and beliefs espoused by 40 humanitarian and development INGO families with the multiorganizational governance arrangements they adopt to understand if and to what extent there may be a relationship. While there is skepticism from some scholars as to the relevance of statements of values, principles, and beliefs for organizational behavior and success, these statements (like governance arrangements) are often deliberately crafted symbols of organizational identity (Min et al, 2020) and are an integral part of its overarching logic. Therefore, these statements provide a potentially interesting window into the logics guiding a dominant coalition of actors within an INGO family—the same actors and logic guiding choices of how the INGO family is governed (Provan et al, 2011).…”

Section: Introductionmentioning

confidence: 99%

Institutional logics and the multiorganizational governance arrangements of humanitarian INGOs

Beagles

2022

Nonprofit Mgmnt & Ldrshp

View full text Add to dashboard Cite

Governance within the growing number of multiorganizational international nongovernmental organization (INGO) families in the humanitarian sector is challenging. Ideas are evolving about what the objectives of humanitarian INGOs should be, what the most appropriate means of achieving these objectives are, and how best to demonstrate effectiveness and integrity to others. Within this context, scholars observe that choices in governance approaches are driven largely by internal politics within the bounds of legitimacy, leading some to refer to INGOs as principled‐instrumentalists. However, we know little about the principles bounding these instrumental choices. Drawing from an institutional logics perspective, this paper compares the multiorganizational governance arrangements of 40 humanitarian INGO families with the values they espouse in their statements of values, principles, or beliefs. The idea being that these statements of values can serve as a window into the logics guiding organizational decision‐making and provide the basis for how power is enacted and strategies chosen within these social settings. These findings have the potential to help leaders of multisite nonprofits make sense of the ways changing values, beliefs, and logics are prompting their organizations to reconsider how they balance inherent management tensions.

show abstract

How Organizational Identity Affects Hospital Performance: Comparing Predictive Power of Mission Statements and Sector Affiliation

Cited by 14 publications

References 93 publications

The Myth of Organizational Change Process: A Study of Uniting Organizational Identity, Promoting Organizational Performance, and Member Behavior

The Myth of Organizational Change Process: A Study of Uniting Organizational Identity, Promoting Organizational Performance, and Member Behavior

What has emotion got to do with it: the moderating effect of mission statement polarity on fundraising performance

Institutional logics and the multiorganizational governance arrangements of humanitarian INGOs

Contact Info

Product

Resources

About