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Mission statements are used for a variety of reasons in organizations, including defining the purpose of the institution, communicating with its stakeholders, shaping its strategic planning process, providing a realistic snapshot of its everyday work, and outlining its future goals or objectives (among many others). For many academic libraries, mission statements are used to showcase resources, services, technologies, and innovations. The purpose of this study is to examine the mission statements of libraries that have won the ACRL Excellence in Libraries Award and analyze whether (or not) the winning libraries used innovation to create a distinct environment that was reflected through their mission statements. The study uses the work of Pearce and David (1987) to determine what elements are included in the mission statements. This chapter utilizes qualitative methodology in the study.

Pearce and David (1987) outline eight elements found in mission statements: target customer; principal products/services; geographic domain; core technologies; survival, growth, or profit; company philosophy; self-concept; and public image. This qualitative study finds that the mission statements of the academic libraries collectively included seven of the elements, omitting survival, growth, or profit universally. Also, the inclusion of these elements allows many of the libraries to create their unique description, unveiling a commitment to innovation.

As an original research study, this chapter adds a unique perspective to the concept of innovation in academic libraries, particularly as it examines the mission statements of award-winning libraries to determine if innovation is found in these foundational documents.

This paper aims to expose the underlying reasons behind the failure of the mission statement to have a significant impact on performance and to recommend ways forward.

A comprehensive literature review is conducted and common themes and trends are revealed. These are then discussed under four major domains of the mission statement: definitions, functions, focus, and form. The impact of the mission statement on performance is then discussed. Examples of mission statements of some prominent organizations are provided to substantiate arguments. The paper ends with conclusions and recommendations.

The paper reveals the contradictions and confusion that beset research in this area. It demonstrates how concepts such as mission, vision, values, identity are mixed up with one another, leading to a slow progress in research and underutilization of the power of mission in practice.

The paper recommends theoretical focus and practical flexibility. Theoretically, it suggests conceptual distinction between mission, vision, values, and other related concepts. Once this is done, it suggests the use of a “guiding statement” to flexibly describe any statement that integrates more than one of the above mentioned concepts in practice. The paper offers no empirical evidence of the usefulness of its recommendations.

The paper reveals the sources of ineffectiveness of the mission statement. The recommendations may help to minimize the confusion surrounding the functions, focus, and form of the mission statement. This may also help to advance the research in this area and inform the practice in the field.

The paper critically reads the literature to uncover the contradictions and confusion besetting research in this area and makes original recommendations.

To introduce this “all review” issue, comprising a diverse mix of volumes reviewed by a broad spectrum of individuals.

This article calls into question the future viability of conventional print publishing in general, and the continued use of academic journals both for the dissemination of current research and as the primary means of assessing the work of academics for the purpose of promotion and tenure. It further suggests that the world of clicks and bricks is merging, and that there will be a competitive struggle to determine the value of various paths for knowledge dissemination.

The article suggests that, with the introduction of electronic transmission and storage of knowledge – cheaply, securely, interactively and readily accessible – the future market for, and use of, traditional academic journals needs serious reconsideration and repurposing.

The article provides a challenge to both The Academy and its co‐dependent publishing industry to openly address the techno‐economic realities confronting each, and suggests that much that is currently being done in response to the emerging internet world simply involves the superficial conversion of “bricks” to “clicks,” rather than an honest effort to deal with the transformational issues and opportunities at hand.

High performing firms have been associated with “quality” mission statements defined by the choice of components. In an attempt to extend our knowledge in order to give more legitimacy to these claims and also provide more local and relevant reference for Ghana‐based firms, the purpose of this paper is to investigate, through a component analysis, how high‐performing Ghana‐based firms define their mission.

Mission statements of 50 of the Ghana Club 100 firms, primarily extracted from the official web sites, Initial Public Offer prospectuses and annual reports of the firms, were subjected to content analysis which evaluated and scored the mission statements based on the occurrence of 20 specific components.

The paper found that high‐performing Ghana‐based firms define missions to include components that the literature uses to measure quality; and these are similar to those of the UK, Canada and Ireland. Based on the ranking of the components, three categories were identified: the imperatives, the highlights, and the adjuncts.

The paper lumped together all firms irrespective of industry or sector. There is, therefore, the need to conduct further research to identify possible industry or sectoral differences, for better insight and relevance.

Ideas generated in this paper provide a guide to practitioners and firms regarding how they can develop mission statements, drawing on experiences of high‐performing Ghana‐based firms.

This is the first attempt to study how high‐performing Ghana‐based firms define their mission and hence is a major contribution to the scarce if not non‐existent Africa‐specific studies. It also provides a more prescriptive approach to crafting mission statements by proposing hierarchies of the components of mission statements.

It is believed that Islamic banks are aimed at the welfare of its stakeholders (Dusuki, 2008). The major stakeholders consist of customers, employees, competitors and management. But whether the Islamic banks are really able to communicate and convey their mission to their stakeholders is an area which has not be given due importance. This paper aims to attempt to unveil this issue.

This study comprised two distinctive methodological stances, where mission statements of selected (five) Islamic banks were analyzed using content analysis, readability and understandability in first instance. In second step, various stakeholders responded for their perception of objectives of stakeholders through personally administrated questionnaires. In all, 370 respondents recorded their responses in this stage.

Findings of the study show that Islamic banks are not well in communication to their objectives through their missions statements. Moreover, most of the stakeholders are not clear about the objectives of Islamic banks.

This study is first of its type which covers content analysis, mission statement readability and understandability and perception of stakeholders in one study.

Developing a mission statement has been considered a crucial factor in the formulation of business strategy in organisations. The mission statement promotes a sense of shared expectations in employees and, not surprisingly, it has recently been regarded as increasingly important in small‐ and medium‐sized enterprises (SMEs) in the electronic industry. One major reasons for this is the growing complexity and dynamic competitive environments in which these enterprises have operated and managed to find themselves. Mission statements have become a management tool most commonly used by chief executive officers (CEOs) over the last decade. One exercise that both academics and practitioners have deemed strategically critical to the success of an enterprise is the development of a meaningful mission statement. This article explores the perceptions of CEOs of their mission statement in SMEs. It is based on the findings of recent research in 508 firms in the electrical and electronic industry in the UK. The study, amongst other things, investigated the existence and content of the mission statements and, accordingly, it determines the relationships (if any) between a SME’s development of a meaningful mission statement and selected performance outcomes of the firm.

This study aims to explore the intellectual connections of mission statement research to identify the influential domains of source knowledge and emergent areas of research for future studies.

The authors deployed bibliometric methods, namely, citation, co-citation and network analysis. The authors collected data from the Scopus and Web of Science databases and analyzed the connections of the most influential articles.

The authors identified four knowledge domains that informed the mission statements literature: guidance on mission statement development, the value of mission statements, mission statements and organizational issues, mission statement content and communication. And the authors spotted four opportunities for knowledge advancement based on theoretical frameworks, performance measures, content and context.

Practitioners should think beyond the immediate benefits of mission statements, such as performance and legitimacy improvement. Instead, they should focus on long-term benefits, information advantages and democratizing the development phase of mission statements.

Mission statements have attracted scholarly attention over the past 40 years. Despite the formation of a considerable body of knowledge, intellectual connections of mission statement research have been largely neglected. Previous studies had a narrow focus or insufficient coverage of the literature. To the best of the authors’ knowledge, this is the first full-scale bibliometric study on the intellectual connections of the mission statements literature.

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.

As with many other developing economies, Egypt pursues a policy of keeping domestic energy prices below border prices. This entails both financial subsidies to energy producers and users, and significant opportunity costs in terms of foregone foreign and government revenues. This article details the price structure and uses two models to assess the macroeconomic and microeconomic impacts of policies designed to correct the domestic/border price disparity.

Climate finance is regularly not only seen as a tool to efficiently combat global warming but also to solve development problems in the recipient countries and to support the attainment of sustainable development goals. Thereby, conflicts between distributive and allocative objectives arise, which threaten the overall performance of such transfer schemes. Given the severity of the climate change problem, this study aims to raise concerns about whether the world can afford climate transfer schemes that do not focus on prevention of (and adaptation to) climate change but might be considered as a vehicle of rent-seeking by many agents.

Future designs of international transfer schemes within the framework of the Paris Agreement are to be based on experience gained from existing mechanisms. Therefore, the authors examine different existing schemes using a graphical technique first proposed by David Pearce and describe the conflicts between allocative and distributional goals that arise.

In line with the famous Tinbergen rule, the authors argue that other sustainability problems and issues of global fairness should not be primarily addressed by climate finance but should be mainly tackled by other means.

As there is still ongoing, intense discussion about how the international transfer schemes addressed in Article 6 of the Paris Agreement should be designed, the research will help to sort some of the key arguments.

There are prominent international documents (like the Paris Agreement and the UN 2030 Agenda for Sustainable Development) seeking to address different goals simultaneously. While synergies between policies is desirable, there are major challenges for policy coordination. Addressing several different goals using fewer policy instruments, for example, will not succeed as the Tinbergen Rule points out.

The integration of co-benefits in the analysis allows for taking into account the social effects of climate policy. As the authors argue, climate finance approaches could become overstrained if policymakers would consider them as tools to also solve local sustainability problems.

In this paper, the authors will not only examine what can be learnt from the clean development mechanism (CDM) for future schemes under Article 6 of the Paris Agreement but also observe the experiences gained from a non-CDM scheme. So the authors pay attention to the Trust Fund of the Global Environment Facility (GEF) which was established with global benefit orientation, i.e. – unlike the CDM – it was not regarded as an additional goal to support local sustainable development. Yet, despite its disregard of local co-benefits, the authors think that it is of particular importance to include the GEF in the analysis, as some important lessons can be learnt from it.