Nonprofit mission statement focus and financial performance

Kirk, Gary R.; Nolan, Shabnam Beth

doi:10.1002/nml.20006

Cited by 84 publications

(89 citation statements)

References 47 publications

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“…Despite the importance of mission statements as a strategic management tool, this critical organizational communiqué in the nonprofit context has been examined in only a limited number of studies (for example, Brown, Yoshioka, and Munoz ; Kirk and Nolan ). Extant literature from other sectors has concluded that mission statements are tools for exercising leadership (Klemm, Sanderson, and Luffman ), clarifying organizational goals (Bart ; Pearce and David ), establishing effective public relations (Bart ; David ), and generating interest in the organizational purpose (Bartkus, Glassman, and McAfee ).…”

Section: Literature Reviewmentioning

confidence: 99%

“…As a result, attitudes toward mission statements vary. Whereas some consider mission statements to be perfunctory, others believe that these “statements of purpose” are central drivers of organizational strategies (Bart ; Kirk and Nolan ; Swales and Rogers ). Mission statements also represent the organization in its artifacts, for example, newsletters, annual reports, brochures, posters, and business cards (Fairhurst, Jordan, and Neuwirth ), and can influence stakeholder perceptions of the organization and its activities.…”

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confidence: 99%

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Do Mission Statements Matter for Nonprofit Performance?

Pandey

Kim

Pandey

2017

Nonprofit Mgmnt & Ldrshp

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NONPROFIT ORGANIZATIONS ATTRACT MANAGERS and leaders who are inspired by a social cause and seek to make a difference. Passion for a cause is crucial; however, passion alone cannot build and sustain organizations. Long-term success requires knowledge and application of strategic management tools and techniques (Cochran, David, and Gibson 2008 ). In this exploratory study, we focused on an important strategic management tool-the mission statement -and examined whether it matters to nonprofit performance. Drucker ( 1974 ), an influential business strategy thinker, underscored the central role of mission statements in driving organizational strategy and performance. Although nonprofit strategic management scholars acknowledge the salience of a mission statement (for example, Anheier 2005 ; Phills 2005 ), not all nonprofit leaders recognize its strategic value. As a result, attitudes toward mission statements vary. Whereas some consider mission statements to be

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Section: Literature Reviewmentioning

confidence: 99%

mentioning

confidence: 99%

Do Mission Statements Matter for Nonprofit Performance?

Pandey

Kim

Pandey

2017

Nonprofit Mgmnt & Ldrshp

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“…The classification allows the stakeholders to assess the priorities among the cooperatives. Prior studies suggested that mission statement contents of nonprofit organizations do not relate consistently to performance (Kirk & Nolan, 2010). This in fact is contrary to profit-oriented organizations whereby the mission statement contents relates positively to company's performance (Bartkus & Glassman, 2008;Blair-Loy, Wharton, & Goodstein, 2011).…”

Section: Content Priorities Of Cooperatives Mission Statementsmentioning

confidence: 90%

Creating a Culture of Sustainability using Mission Statements of Cooperative Organizations

Aris¹,

Othman²,

Chik³

et al. 2016

E-BPJ

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Mission statements are recognized as effective strategic management tools that influence firms' performance. The evolution of a culture of sustainability begins with a mission statement that strikes a balance between financial performance and social commitments. The clear articulation of sustainability as part of the firm's mission, values, goals, and strategy are key factors in fostering sustainability focused culture. This study illustrates the fundamental tenets of the culture of organizational sustainability model proposed by Galpin, Whitttington, and Bell (2015) using selected cooperatives in Malaysia. The contents of the mission statements were then analyze using the nine elements model by Pearce and David (1987) in findings its relations to and the existence of sustainability culture within the cooperatives. Findings from the study confirm building an organizational infrastructure that fosters a culture of sustainability results in positive employee and organizational-level sustainability performance. A reference was made to Bank Rakyat, one of the leading cooperative-based banking in the country for its outstanding performance.

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“…At a time of major financial constraints, nonprofit sports clubs are faced with new and complex challenges, in particular regarding their own organizational efficiency levels. In striving to achieve their objectives, voluntary sports clubs should take into consideration their available resources and adapt their financial structures to attain acceptable levels of efficiency and sustainability (Guzmán ; Kirk and Nolan ).…”

mentioning

confidence: 99%