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This paper aims to propose and test a conceptual model, guided by conservation of resources theory, that examines whether emotional exhaustion is a mediator between organization mission fulfillment and critical outcomes such as turnover intentions, lateness attitude, job performance and extra-role customer service.

The aforesaid relationships were assessed via data gathered from customer-contact employees two weeks apart in three waves and their immediate supervisors in the international five-star chain hotels in Dubai in the United Arab Emirates. The relationships in the model were gauged via structural equation modeling.

The results reveal that organization mission fulfillment influences the above-mentioned outcomes only through emotional exhaustion. Specifically, organization mission fulfillment mitigates customer-contact employees’ emotional exhaustion. Under these circumstances, these employees report desirable outcomes such as low levels of quitting intentions and lateness attitude as well as higher in- and extra-role performances.

In future research, collecting data from different service settings in different countries would enable the researcher to conduct a cross-national study and make further generalizations. In future research, including actual turnover and absenteeism as well creative and service recovery performances in the model would enrich the understanding about the outcomes of organization mission fulfillment and emotional exhaustion.

Management needs to use several intra-organizational communication tools so that customer-contact employees can have an understanding of how the organization is trying to accomplish its mission. When employees participate in and contribute to the preparation of the organization’s mission statement, they own the mission statement and do their best to achieve the organizational objectives. Management should also offer a work environment where employees can avail themselves of psychosocial support to be provided by mentors. Such psychosocial support would enable employees to manage problems emerging from emotional exhaustion.

This paper contributes to current knowledge by testing the effect of the organization’s fidelity to its mission statement on emotional exhaustion and the above-mentioned job outcomes using data obtained from employees in frontline service jobs in the hotel industry.

Workforce diversity is becoming a crucial matter in the area of internal communication. Realizing that there are multiple brackets within the body of a workforce (i.e. internal audience), the purpose of this paper is to develop an intermediate approach to manage diversity by segmenting the internal audience.

Developing a segmentation approach for managing diversity, the authors recommended the use of a few mathematical methodologies, including the expectation-maximization algorithm, partial least squares structural equation model (PLS-SEM) methodology, and Chow test, on a surveyed data set collected from 1,236 nurses of the US healthcare system. A PLS-SEM model, including employees’ mission awareness, management’s mission fulfillment, employees’ mission fulfillment, and turnover intention, was examined with respect to two internal segments.

Using a simple set of demographic variables, the authors demonstrated a practical approach to segmenting an internal audience and showed that causal relationships in a nomological network of variables regarding mission integration are significantly different between internal segments. Based on the segmentation approach, the authors proved that managers, in an effort to gain maximum diversity, can mix and match both the centrifugal force of diversity and the centripetal force of diversity to value individuals and for mission integration in their practices, respectively.

The authors highlighted a practical matter of internal communication by connecting the concepts of diversity and internal audience segmentation. However, the generalizability of the results must be assessed in other settings.

While managing diversity involves valuing employees as individuals, the segmentation concept can function as a practical and useful intermediate tool for managing diversity. Practitioners can utilize varied sets of segmented variables according to their contexts.

The authors emphasized valuing employees as individuals and developed a managerial way to make personal differences an asset to the productivity of an organization and society.

Introducing a segmentation approach to internal communication and adopting a set of useful statistical techniques, the authors attempted to develop a unique managing model of diversity. The authors suggested a dynamic and substantial segmentation of an internal audience with a smaller set of appropriate variables in each context.

Mission statements (SMs) are a frequent strategic tool, yet little is known about their effects on economic performance. The purpose of this paper is twofold: first, to model and assess the relationships among the sense-making of the SM, employee mission engagement (EME), organizational mission fulfillment (OMF) and perceived organizational performance (PER) and, second, to determine the path that best explains these connections.

This paper reports the results of an empirical investigation drawn from a sample of 132 managers at different levels in two Spanish companies. The data analysis was performed in two steps: the first was to assess the reliability of the measurement scales and the second was to build a causal model using structural equation modeling analysis.

The findings suggest that the best path to explain the relationships between the SM and perceived organizational performance (PER) is SM, EME, OMF, PER, with a full mediation effect for EME and OMF. These findings are consistent with previous research.

The managerial implications of these results are that just having a good mission and effective communication of the mission is not enough. The mission has to be related to employee engagement and, at the same time, the organization needs to be mission driven.

This research provides a new paradigm for understanding the relationships between sense-making around the SM, EME, OMF and PER, and helps to adjudicate among possible outcome paths and better explain the inter-relationships among these constructs.

Examining multilevel effects of financial and social performance of microfinance institutions (MFIs), the authors aim to investigate microfinance mission drift from the trend effect. The authors also seek to move the literature forward by decomposing the performance variance at different levels and examining whether and how much each level of analysis matters.

Growth curve modeling and variance decomposition analysis were conducted using a dataset consisting of 17,953 observations of 2,902 microfinance institutions in 122 countries from 1999 to 2017.

The study's result shows no evidence of mission drift in the microfinance industry. While MFIs improve their economic returns, they also increase the depth of outreach. In addition, firm-level heterogeneity is the dominant effect which explains 44% of the variance in microfinance financial performance (ROA) and 39% of the variance in social performance (Depth of outreach). The country-level is more critical in explaining financial performance (ROA) than social performance (Depth of outreach), accounting for 11 and 32% of the total variance, respectively. In particular, the interplay between the country-level and organizational-category level accounts for 9 and 11% of the total variance in financial performance (ROA) and social performance (Depth of outreach), respectively.

This study’s multilevel analysis of microfinance performances moves the literature forward by responding to the debate on microfinance mission drift and providing a comprehensive overview of both social and financial performance. By focusing on the trend effect, the result of our models shows that MFIs improve both financial and social performance to fulfill dual missions. The microfinance business model becomes sustainable over time. The study's results of country effect and its interaction effect with different organizational categories reveal the prominence of a good policy design on MFI's mission fulfillment.

This paper aims to explore the role of ethical climate as an antecedent of polychronicity, then in turn the effect of polychronicity on frontline employees’ service innovative behaviours (SIBE) and error strain and the moderating role of organization mission fulfilment in these relationships in a hotel job context in Penang, Malaysia.

In the current study, the data were collected from 312 frontline employees in the survey premises. A partial least square approach of the structural equation modelling technique (PLS-SEM) was used to test the associations among study variables.

The study findings reveal that ethical climate had positive impact on polychronicity. Significantly, polychronicity made positive influence on SIBEs and negative influence on error strain. Organization mission fulfilment was found to boost the influence of ethical climate on polychronicity. Finally, while organization mission fulfilment was found to boost the positive influence of polychronicity on SIBEs, on the other hand, buffers the negative impact of polychronicity on error strain.

The present study procures implications for practitioners in terms of establishing ethical climate in work environment and maximizing the frontline employees’ SIBEs while minimizing error strain. In addition, this research procures valuable implications to apply efficient managerial tools and improve job results in the lodging industry context of Peninsular Malaysia.

This study by investigating the untested associations such as the influence of polychronicity on frontline employees’ SIBEs and error strain contributes to the related literature.

Although the alignment between mission statement and leadership practices leads to higher employee performance, it is unclear how the alignment is linked with employee work engagement (EWE), and this vague linkage is a significant research gap in internal branding. Therefore, the current study aims to focus on management mission alignment as perceived by employees as an antecedent of EWE, and clarifies its related mechanism for EWE.

The current study uses survey data (n = 150) from the airline industry and analyzes the data by adopting structural equation modeling.

Employee perception of management mission alignment affects EWE directly and indirectly through emotional exhaustion and organizational identification. Also, employee mission engagement can enhance the effect of management mission alignment on EWE.

The current study makes three contributions to internal branding and employee engagement literature. First, as a response to the need to investigate a driver of EWE, it identifies management mission alignment as an initiator of EWE. Second, as an effort to elucidate the unclear mechanism for EWE, it demonstrates three different processes for EWE, represented by the three theories, including job demand-resource theory, conservation of resource theory and social identity theory. This sheds light on the process where management mission alignment has influences on EWE. Third, it proposes employee mission engagement as an employee mission-related factor that can moderate the effect of management mission alignment on EWE.

Very little attention has been devoted so far to the study of the market orientation concept in private non‐profit organisations. However, there is a general agreement concerning the positive effects that this concept’s adoption has on the non‐profit services implementation as well as on these organisations’ long‐term success. Thus this paper aims at obtaining further empirical evidence on this field of research using a private foundations sample. Nevertheless, it is considered that the distinctive and specific nature of private non‐profit organisations’ activities deserves the development of a special instrument to evaluate their degree of market orientation. In this sense, one of this study’s main contributions is the development of a market orientation measurement scale which accounts for the peculiarities of private non‐profit organisations’ operations. Additionally, the study proves the positive effect of market orientation on the non‐profit outcomes and on the fulfilment of these organisations’ missions.

Drawing from Bagozzi’s (1992) reformulation of attitude theory, the purpose of this paper is to propose and test a conceptual model that links organization mission fulfillment (OMF) and perceived organizational support (POS) to job performance (JP) via work engagement (WE).

Data gathered from frontline bank employees with a time lag of two weeks and their supervisors in Northern Cyprus were utilized to test the aforementioned relationships.

The results from structural equation modeling suggest that OMF and POS foster WE. WE in turn stimulates employees’ JP. In short, WE fully mediates the effects of OMF and POS on JP.

Incorporating creative performance into the conceptual model would shed further light on WE as a mediator of the effects of OMF and POS on various performance outcomes. Gathering data from frontline bank employees in similar islands would allow conducting a cross-national study.

Management of banks can organize workshops where frontline employees can contribute to the preparation of the mission statement. Employees making such contribution will display elevated levels of WE, because they contribute to something which is significant and meaningful. Management should also use selective staffing procedures to hire individuals who are customer oriented and therefore feel energetic and dedicated and are engrossed in their work.

This study contributes to the current knowledge base by linking OMF and POS to JP via WE in frontline service jobs in the retail banking industry.

Adequacy of full-time faculty is a fundamental indicator used by US accreditors to ensure quality learning environments. This paper aims to explore institutional responses to one US regional accreditor to identify themes related to adequacy of faculty in support of institutional missions over a two-year period.

A qualitative design was used to examine eighteen institutional narratives. The research question was “What themes are identified by institutions to document adequacy of full-time faculty for compliance with accreditation?” The highest level of degree awarded was used to organize emergent themes from institutional narratives (e.g. associate, baccalaureate, master’s and doctoral level institutions).

The study identified five themes: definition of full-time faculty; variation in assessment measures used to demonstrate adequacy of full-time faculty; institutional characteristics and full-time faculty; responsibilities of full-time faculty; and relationship between full-time faculty and student learning outcomes. The findings showed that the institutions used multiple assessment measurements to demonstrate compliance.

The research design was limited to one US regional accreditation agency; therefore, the acceptable evidence related to adequacy of full-time faculty may differ among accrediting bodies, which would impact the institutional narrative and methods for demonstrating compliance. Second, some of the institutional groupings included only one or two narratives.

The finding of this study could have important implications for the research and practice of evaluating faculty in accreditation reviews.

There have been limited studies on accreditation narratives focused on the adequacy of full-time faculty. This study offers findings that may be of benefit to non-US and US higher education institutions in planning for faculty staffing patterns to support fulfillment of the institutional mission.

Managerial “awareness” of supply chain management (SCM) principles is a key antecedent of SCM adoption. However, supply chain awareness (SCA) provides fertile ground for further development. The authors combine extant research with the attention-based view of the firm to further develop SCA and theorize about its effect in an understudied context.

The authors combine SCA with supply chain orientation, of which awareness is central. The authors combine qualitative and archival data for a 10-year period to test SCA in nonprofits. SCA was measured unobtrusively to avoid respondent bias; then, the authors explore how SCA relates to revenue generation from services provided.

SCA correlates positively with revenue generation. Drawing on a contingency perspective, the authors test two moderators relevant to nonprofits. The positive effect of SCA on revenue is stronger for nonprofits collocated in cities with corporate headquarters but weaker for those with larger boards.

The study further advances the notion of awareness for studying SCM phenomena and provides evidence of its relevance in the unexamined context of human services nonprofit organizations (NPOs). This work has implications for how attention to SCM principles shapes organizational outcomes, the factors that moderate these relationships and the importance of unobtrusively measuring awareness in SCM research. The authors used WayBack Machine to harvest websites. However, the quality and depth of text obtained prior to 2008 were lower than those of later years. Additionally, archival data for NPOs are limited.

Findings inform about the fit between nonprofit resources, type of board and fit with how to fund operations. This research provides an alternative way for policy makers to assess NPO capacity by focusing on the fundamental SCM concepts.

The authors contribute to the dialogue about NPOs developing financial independence through revenue generation from services sold to end customers.

NPOs are seldom studied in SCM. This is an attempt to study NPOs by combining qualitative and quantitative data.