Planning in Ambiguous Contexts: The Dilemma of Meeting Needs for Commitment and Demands for Legitimacy

Stone, Michael E.; Brush, Candida G.

doi:10.1002/(sici)1097-0266(199610)17:8<633::aid-smj837>3.0.co;2-6

Cited by 154 publications

(112 citation statements)

References 78 publications

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“…Leonard (2000), Ireland and Hitt (1992) argue that the problem with most mission statements is that they are "paper tiger", a mere "slogan", suffering from being too vague, having involved too few stakeholders, being too replete with hollow platitudes. Alternatively, a few scholars (Pearce & David, 1987;Rarick & Vitton, 1995;Stone & Brush 1996;Falsey, 1989) have empirical support that mission statements are valuable and contribute to higher profitability.…”

Section: Mission Statement and Organizational Performancementioning

confidence: 99%

Leveraging Organizational Performance through Effective Mission Statement

Ekpe¹,

Eneh²,

Inyang³

2015

IBR

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The mission statement is a critical and an integral part of the organization as an entity and the operating plan, which has become a unique vehicle through which the organization in the business world, articulates it strategic intent to exist, survive, grow and how it relates with stakeholders around it and including the wider society. The important question to ask is whether or not the existence of a mission statement is associated with or influences organizational performance? The findings from the various studies which explored this relationship appear rather inconclusive. Adopting a qualitative research approach, this study critically explored the essential link between a mission statement and organizational performance. The study established that the potential power of an effective mission statement in leveraging organizational performance was derived mainly from the fact that a mission statement is the starting point of the organization's entire planning process, which serves as the basis for the formulation of objectives and strategies appropriate to the organization's overall purpose and legitimate its existence. The study proposed that organization should strive to improve its mission statement as well as communicate same effectively to create mutual expectations among stakeholders.

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Section: Mission Statement and Organizational Performancementioning

confidence: 99%

Leveraging Organizational Performance through Effective Mission Statement

Ekpe¹,

Eneh²,

Inyang³

2015

IBR

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“…Such firms have a commitment to rapid growth, a state of obligation whereby individuals are bridged to one another (Hambrick et al, 1993;Stone and Brush, 1996). As noted by Gilbert et al (2006), the attributes of rapidly growing firms include following a growth-oriented mission and participating in interorganisational relationships.…”

Section: Attributes Of Rapid Growthmentioning

confidence: 99%

Balancing the management control package of small, rapidly growing firms in turbulent environments

Nilsson

2010

IJESB

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Abstract:The thesis of this paper is that the management control package of small rapidly growing firms in turbulent environments needs to be based on a dynamic conception of balance. While many contemporary management control frameworks endorse balance as a guiding principle for management control, its specific features receive little attention and implicit conceptions are static. This paper first characterises the balance of a control package in terms of situational requirements on component selection, component weight, relations and coherence. The paper then examines the consistency between balance in contemporary management control frameworks and implications for balance derived from firm attributes. The conclusions suggest that by considering balance as a state and as an act, acknowledging requirements of balance and imbalance, and recognising situational and temporal dimensions of balance, we may advance the boundaries of management control research.

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“…Entrepreneurial ventures present novelty, are unique (Aldrich and Fiol, 1994) and therefore can confront 'problems associated with lack of legitimacy' (Low and Abrahamson, 1997, p.436) or external validation (Stone and Brush, 1996). Western economies are in general defined as supportive of entrepreneurship as they provide both adequate formal institutions and strong entrepreneurial culture.…”

Section: Culturementioning

confidence: 99%

Conceptions of Tourism Lifestyle Entrepreneurship: Transition Economy Context

Škokić

Morrison

2011

Tourism Planning & Development

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Lifestyle, non-economic motives have been recognised as a significant motivational factor for tourism and hospitality entrepreneurs. However, knowledge on the subject is mainly drawn from the perspective of western developed economies, with a paucity of studies focusing on transition and developing countries. The purpose of the paper is to investigate tourism entrepreneurship within the former socialist countries, particularly focusing on Croatia. The study is based on in-depth interviews with tourism entrepreneurs in the Splitsko-dalmatinska county. The paper argues that understanding of entrepreneurship can be enhanced if theories are contextualised within a specific setting and industry sector and thus applies Morrison's (2006) 'drilling down' model in investigating tourism entrepreneurship. The results reveal a non-existence of lifestyle entrepreneurs and a conceptual model is developed to encapsulate the complex range of factors which underpin the different behaviour of the analysed entrepreneurs. Implications for entrepreneurship theory and further research are discussed.

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Planning in Ambiguous Contexts: The Dilemma of Meeting Needs for Commitment and Demands for Legitimacy

Cited by 154 publications

References 78 publications

Leveraging Organizational Performance through Effective Mission Statement

Leveraging Organizational Performance through Effective Mission Statement

Balancing the management control package of small, rapidly growing firms in turbulent environments

Conceptions of Tourism Lifestyle Entrepreneurship: Transition Economy Context

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