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The paper aims to introduce a trade-off method for selecting a mission concept for an asteroid mining mission. In particular, the method is applied to the KaNaRiA mission concept selection. After introducing the KaNaRiA project, the KaNaRiA mission concept selection and reference scenario are described in detail.

The paper introduces past relevant asteroid missions in general and the previous studies on asteroid mining in particular. Based on the review of past mission concepts to minor planets, the paper discusses the operational phases of a potential industrial and commercial space mining mission. The methodology for selecting a mission reference scenario is explained and the selected KaNaRiA mission scenario is described.

The key technology driver for a space mining mission is the autonomous on-board capability related to navigation, guidance and handling of hardware/software anomalies or unexpected events. With the methodology presented here, it is possible to derive a mission concept which provides an adequate test-bed for the validation and verification of algorithms for enhanced spacecraft autonomy. This is the primary scientific and engineering goal of the KaNaRiA project.

The mission concept selection method presented here can be used as a generalized approach for mining missions targeting asteroids in the solar system.

The availability and usage of space resources is seen as a possible solution for the imminent problem of diminishing terrestrial materials in the foreseen future. This paper explains a methodology to select mission concepts for asteroid mining missions.

Considers the vocabulary employed by writers of library planning documents, and analyses the terms used for the various concepts. Notes that concepts are often given diverse terminology in planning documents, and that frequently there are inconsistencies in the application of concepts as well as terms. Proposes definitions for three key concepts: mission, plan and goal.

The increasing complexity and dynamicity of their environment compels health care managers to search relentlessly for effective management instruments. One strategic tool that both academics and practitioners have deemed critical to the success of any health care organization is the development of a meaningful mission statement. However, despite the seemingly omnipresence of the concept, studies indicate that creating an effective mission statement seems to be extremely difficult, if not downright frustrating for a lot of health care managers. This inability to create an effective mission statement roots for the greater part in the fact that the previous literature has provided little practical guidance on how health care administrators should formulate and deploy mission statements. Given the increasing pressure on health care organizations to develop an effective mission statement, this chapter (1) provides a detailed analysis of the mission statement concept based on a thorough literature analysis and (b) offers empirically based recommendations on how to successfully formulate and implement a mission statement within a health care organization based on a systematic analysis of relevant empirical research. These analyses and the derived evidence-based recommendations will help health care managers to revive their mission statement and make it more than a piece of paper.

The purpose of this paper is to argue for the need to redefine a mission statement, to develop a clearer definition and show its advantages and limitations.

The paper shows the literature's lack of agreement on the definition of the mission statement and whether it should be defined as a stand‐alone statement or as a broader model. It then demonstrates the discrepancy between these definitions and the actual mission statements of exemplary organizations. This is followed by proposing a new definition of a mission, demonstrating how it is rooted in good practice, and presenting its benefits and limitations.

There are found to be widely varied definitions and models of the mission statement. These are typically complex (composed of many parts) and are not reflected in the mission statements of many exemplary organizations. The need is clear for a more focused definition.

The basic argument is mainly built on conceptual discussions and unsystematic evidence. Therefore, there is a need for more empirical studies to substantiate that argument. The paper discusses the research implications of the proposed definition.

The proposed definition of the mission statement may prove helpful both conceptually and practically. This definition focuses the attention of practitioners on purpose and commitment independent from other related concepts. The paper shows the impact of the proposed definition on the process, participants, and outcome of developing a mission statement.

The paper offers a focused definition of mission statement and shows its relevance to both theory and practice.

This monograph considers recent developments in management techniques and proposes their use in physical distribution system planning. The recent developments in physical distribution management are reviewed and the author considers how such techniques as missions analysis and systems thinking may be combined into a useful planning model with which the problems of physical distribution system design may be analysed and solved. The monograph is not specific in that it does not offer management “ten easy steps to system design”. It takes a broad view of the problems involved and is concerned with an approach to system planning rather than specific problem solutions.

The U.S. Army has been fighting the wars in Afghanistan and Iraq for over 10 years and in the process produced a new military doctrine called mission command. Mission command doctrine was conceived from a wartime environment to allow followers in the field to act according to the dictates of the situation on the ground, giving them maximum discretion. The concept of mission command fits nicely into followership research and theory. For a military widely dispersed both by geography and mission, this concept represents an effective way to empower followers and encourage them to take initiative and accept prudent risk. Mission command doctrine expects officers and exemplary followers to be courageous. It requires them to act on their own, be wise in assuming risk, be actively engaged in executing the commander’s intent, and find multiple ways and options to accomplish the mission. Since mission command is a philosophy born of our recent wars in Afghanistan and Iraq, the question remains of how this philosophy will fare in an inter-war period of forced reductions, downsizing, and substantial budget reductions.

Mission statements are usually related to strategic management and elements related to the organization's identity. Catholic higher education organizations (CHEOs) identity is based on the Charisma of the founder of the Catholic order or congregation. If in contradiction, it puts their organizational legitimacy at risk. If organizations deviate from their identity, it means a mission drift. Even more severe is when mission statements are misaligned with the identity. In this study, the authors seek better understand the mission drift by the misalignment between the mission statement and the organizational identity of the CHEOs.

The authors examine the mission statements of 112 Catholic CHEOs in Brazil. They used lexical analysis based on descending hierarchical classification and post-factorial analysis. They analyzed the vocabularies of each class extracted from the descending hierarchical classification and determine the presence or absence of the Charisma.

The results indicate that aspects of Catholic identity through the Charisma are manifested in the organizational mission but are not predominant. There is a variation of the mission statements relative to the Charisma of the orders and congregations. A significant part manifests generically. They respond in a similar and isomorphic way or to internal institutional pressures of CHEOs.

The authors empirically identified a mission drift, considering the mismatch between the mission statement and the Charisma. The authors emphasize that for organizational identity to manifest, it should consider the identity that emerges from the founder's Charisma. This influence must appear in central elements of the organizational identity, such as the mission statements.

Customer Profitability Analysis (CPA) is a technique for assessing the real profitability of customers and markets and is currently the subject of growing interest. The Marketing Accounting Research Centre at the Cranfield School of Management recently conducted a study involving four diverse companies, the purpose of which was to review the concepts and approaches that could be used to implement a system of customer profitability accounting.

Argues that a mission statement should contain goals, differentiation factors identify organisations’ aspirations and define the role of all stakeholder groups. Additionally they should establish the behaviour standards required to achieve the goals set out. David (1989) stated that every organisation has a unique purpose, set of goals and priorities and concludes that these priorities currently focus on three determinants of competitive advantage which are reflected in the mission statements of the UK’s top business organsations. Reports on an examination of the components of the mission statements of a large cross section of organisations.

Based on personal observations of several thousand managers, in both business and simulated business settings, four elements are identified that are frequently associated with leadership effectiveness. These elements are: (1) consistently and routinely applying a small number of key concepts, (2) developing skill at thinking and acting strategically, (3) taking advantage of knowing one′s personal style and its impact on others, (4) understanding the non‐linear and iterative nature of strategic management processes. These four elements ‐concepts, skills, personal style, and process – had the most impact on the organisations run by the managers in our study when the elements had been developed in proportion to each other. Too strong a focus on an element, or a noticeable lack of ability with respect to an element, was counterproductive.