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The main purpose of this paper is to examine the relationship between mission statements and firm performance in the small to medium‐sized enterprise (SME) sector.

This research is based on an empirical survey of small and medium‐sized enterprises located in science parks in the UK. A postal questionnaire was the main data collection instrument for this research. A combination of qualitative and quantitative approaches is employed for data analysis.

The important conclusions reached are that the existence of mission statements in the studied firms was associated with firm performance. It is also found that organisational performance is significantly associated with the degree of non‐managerial employees' involvement in the process of mission statement development. Finally, the presence of financial goals in the studied firms' mission statements were negatively associated with firm performance.

The present study is concerned with the relationship between mission statement and organisational performance in SMEs. A further study is recommended to investigate the impact of involvement and engagement with both mission statement formulation and evolution and the strategic decision‐making process, specifically decision‐making processes in SMEs.

In order to increase firm performance, it is recommended that practitioners develop a meaningful mission statement and increase the involvement of their non‐managerial employees in the development of the mission statement.

The principal contribution of this first study is the attempt to explore the nature and role of the mission statement in enhancing organisational performance.

The purpose of this paper is to propose that top management commitment to its organization's mission statement moderates the mission's effect of firm performance. The proposed model combines numerous aspects of top management commitment to give depth to the moderating effect.

The paper provides a conceptual overview of the mission statement literature toward a theoretical model.

The impact of mission statements on firm performance long has been studied and debated, without consistent results. This paper proposes that this is due to the presence of moderating influences, specifically the commitment of top management, that, if not properly studied, will affect empirical results.

Practicing managers can unlock the power of the mission statement by involving the entire organization in the mission statement process, clearly and consistently communicating the mission's tenets, setting measurable operational targets from the mission statement, and periodically revising the mission to ensure it is current.

The concept of a moderator is original in the mission-performance debate. Concepts from several key articles have been combined in a unique manner to develop the model.

The preliminary aircraft design process comprises multiple disciplines. During performance analysis, parameters of the design mission have to be optimized. Mission performance optimization is often challenging, especially for complex mission profiles (e.g. for unmanned aerial vehicles [UAVs]) or hybrid-electric propulsion. Therefore, the purpose of this study is to find a methodology that supports aircraft performance analysis and that is applicable to complex profiles and to novel designs.

As its core element, the developed method uses a computationally efficient C++ software “Aircraft Performance Program” (APP), which performs a segment-based mission computation. APP performs a time integration of the equations of motion of a point mass in the vertical plane. APP is called via a command line interface from a flexible scripting language (Python). On top of APP’s internal radius of action optimization, state-of-the-art optimization packages (SciPy) are used.

The application of the method to a conventional climb schedule shows that the definition of the top of climb has a significant influence on the resulting optimum. Application of the method to a complex UAV mission optimization, which included maximizing the radius of action, was successful. Low computation time enables to perform large parametric studies. This greatly improves the interpretation of the results.

The scope of the paper is limited to the methodology that allows for advanced performance analysis at the conceptual and preliminary design stages with an emphasis on novel propulsion concepts. The methodology is developed using existing, validated methods, and therefore, this paper does not contain comprehensive validation. Other disciplines, such as cost analysis, life-cycle assessment or market analysis, are not considered.

With the proposed method, it is possible to obtain not only the desired optimum mission performance but also off-design performance of the investigated design. A thorough analysis of the mission performance provides insight into the design’s capabilities and shortcomings, ultimately aiding in obtaining a more efficient design.

Recent developments in the area of hybrid or hybrid-electric propulsion systems have shown the need for performance computation tools aiding the related design process. The presented method is especially valuable when novel design concepts with complex mission profiles are investigated.

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.

A relationship between mission and organizational performance was modeled by drawing on previous research. The model was tested with data from 83 large Canadian and US organizations. We found that mission statements can affect financial performance, however, not as one might have anticipated initially. Several mediating elements were observed to exist. For instance, “commitment to the mission” and the “degree to which an organization aligns its internal structure, policies and procedures with its mission” were both found to be positively associated with “employee behavior”. It was this latter variable which was observed, in turn, to have the most direct relationship with financial performance.

After two decades of research, the effect of a mission statement on an organization's performance is still unclear. In order to address these shortcomings, a research project via the setting‐up of this paper seeks to identify all empirical studies addressing the mission statement‐financial performance relation, analyze how the mission statement‐financial performance relation is operationalized, and aggregate the findings of the identified studies by means of a meta‐analysis.

A systematic literature review procedure was developed to identify all relevant articles and meta‐analytic procedures were used to calculate the effect size of the selected studies.

The study results indicate a small positive relation between mission statements and measures of financial organizational performance. However, additional analyses indicated that interstudy differences in measures significantly influenced the estimates (population effect sizes of the created subsamples ranged from 0.0808 to 0.4100).

These contradictive findings stress the importance and impact of operationalization decisions in mission statement‐performance research, and provide paths for future practice‐oriented research.

This study is the first to assess the performance impact of one of the most popular management instruments, namely mission statements, by means of meta‐analytical techniques and, to evaluate the moderation effect of operationalization decisions on the cited relationship. Furthermore, by aggregating research on the mission statement‐performance relationship, a knowledge base was devised which provides normative advice on the characteristics of a “good” mission statement.

This study aims to explore the relationship between mission statements and organisational performance in non-profit organisations. It also examines the role of organisational commitment in moderating that relationship.

Invitations were sent to a network of non-profit organisations inviting them to complete an online survey. Usable responses were obtained from 117 respondents from 30 countries. Hierarchical regression was used to test the hypotheses.

The findings suggest that mission statements have a significant positive relationship with organisational performance. Also, organisational commitment, particularly affective commitment, moderates the relationship between mission statements and organisational performance.

The results confirm that the relationship between mission statements and organisational performance is complex. The study of intervening variables is a worthwhile program of research.

The findings suggest that non-profit organisations can improve performance by communicating their mission and building emotional commitment to their cause.

This is one of the first studies to examine the role of organisational commitment in influencing the relationship between mission statements and performance. This study contributes to our understanding of the impact of mission statements on performance in non-profit organisations.

This study highlights the instrumental role of the mission statement as a tool used by managers to shape value congruence to achieve enhanced employee performance levels.

A variance-based structural equation modelling was used to analyse the data obtained from a sample of 123 managers working in private organisations in Malaysia.

The management sensemaking approach is useful in mission statement research. Managers' involvement in clarifying the mission statement to various firm stakeholders, especially employees, is the strongest predictor of value congruency between employees and the firm, leading to improved levels of employee behavioural performance. Managers can influence value congruency through two processes: (1) guiding and shaping employees' values and (2) adapting the mission statement's contents.

Future studies can consider the impact of managerial role modelling on employees' value alignment with the firm in longitudinal studies. Other aspects of alignment offer further research opportunities, for example, HR policy alignment and alignment of marketing and operation strategies with the mission statement.

Managers should move beyond treating the mission statement as a management tool. Instead, it is a firm philosophy that reflects managers' words and deeds and exemplifies their philosophical ideals.

Despite three decades of research into the relationship between the mission statement and performance, the results have been mixed. Therefore, this study adopts a sensemaking approach to research the mission-performance relationship underpinned by the resource-based view (RBV) theory.

Objectivism is the critical lens used to view organizational communication of the U.S. Department of Homeland Security (DHS). The Government Performance Results Modernization Act of 2010 changed requirements for such communication by mandating that agencies like DHS emphasize performance goals and targets to be achieved in the upcoming years in their performance reporting. Interpretivism is the sense-making lens used to view changes in performance reporting. This study focuses on performance target reductions, new performance measures, and retired performance measures documented in a DHS annual report. Nineteen performance measures were selected and discussed from empirical interpretivist and institutional interpretivist lenses. When intepretivism cannot match what is reported with what would appear to be logical, administrative ironies are established.

This 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.

The 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.

The 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.

Owing 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.

The 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.

This paper uniquely exposes the moderating impact of the emotional tone in mission statements in relationship with financial performance.