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Breznik K, Law KM. What do mission statements reveal about the values of top universities in the world? INTERNATIONAL JOURNAL OF ORGANIZATIONAL ANALYSIS 2019. [DOI: 10.1108/ijoa-08-2018-1522] [Citation(s) in RCA: 6] [Impact Index Per Article: 1.2] [Reference Citation Analysis] [Abstract] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/17/2022]
Abstract
Purpose
Mission statements are perceived as effective strategic tools and foundations of an organization's objectives, driving the development of strategic plans to meet the established goals. A vast number of studies have investigated mission statements in industry; however, little is known on how mission statements affect institutes in the higher education sector. Every university is intrinsically different, with its own mission and goals. This study aims to explore how mission statements make the difference among universities, by understanding the values delivered by the mission statements.
Design/methodology/approach
This study attempts to understand the core values of universities through a content analysis of the mission statements of the top 250 universities worldwide.
Findings
The results show four core dimensions in university mission statements, namely, “Education Philosophies”, “Strategic Orientation”, “Social Responsibility” and “Values to Stakeholders”, while the most common core values are “Research”, “Educate” and “Student”.
Research limitations/implications
Mission statements offer insightful venues for the analysis of the strategic directions of universities. The results show that top universities present their core values through their mission statements. Some mission statements are more service-oriented (towards students) and some are more social-oriented (towards society and stakeholders). These mission statements are communicated to various stakeholders. “Education philosophies” are communicated to educators and students, “Social responsibility” is to the society, “Values to the stakeholders” are towards the different parties involved in the education system and the last one “Strategic orientation” is for the strategy setting.
Originality/value
This paper proposes a new methodology of mission statement studies, covering not only studies on mission statements but also the internationalization strategies of universities, which attract attention from academics and education researchers.
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Priem RL, Price KH. Process and Outcome Expectations for the Dialectical Inquiry, Devil's Advocacy, and Consensus Techniques of Strategic Decision Making. ACTA ACUST UNITED AC 2016. [DOI: 10.1177/105960119101600207] [Citation(s) in RCA: 91] [Impact Index Per Article: 11.4] [Reference Citation Analysis] [Abstract] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 11/17/2022]
Abstract
This study examined expectations of cognitive conflict, social conflict, decision confidence, and postdecision group affect in the dialectical inquiry, devil's advocacy, and consensus decision-making techniques. Expectations show some congruence with the affective, but not objective, outcomes found in prior empirical studies. Expectations were found to discriminate among dialectical inquiry, devil's advocacy, and consensus.
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Abstract
The present study focuses on corporate ideology, an important element of culture, which refers to the explicit and publicly expressed beliefs and values of an organization's key decision-makers. Although the literature suggests that ideology affects strategy, practices, and performance, few studies have measured the construct. The present study identifies the dimensions of corporate ideology and develops a typology of ideology. A cross-sectional survey was undertaken in which questionnaires were mailed to 645 of the largest manufacturing companies in the U.S. The response rate was 25 percent. The results of the study identify three dimensions of ideology: progressive decision-making, social responsibility, and organicity. They suggest that ideologies have some tendency to fall along a continuum from traditional to progressive. The importance of this finding to strategy and performance are explained within a contingency framework.
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Affiliation(s)
- Irene Goll
- School of Management, University of Scranton, Scranton U.S.A
| | - Gerald Zeitz
- Human Resource Administration Department, Temple University, Philadelphia, U.S.A
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Abstract
The literature suggests that the fit between corporate culture and strategy influences firm performance. The present study examines the moderating effect of diversification strategy on the link between corporate ideology, a component of culture, and firm performance. A cross-sectional survey of the largest manu facturing firms in the United States was conducted measuring corporate ideo logy and diversification strategy. A moderated regression analysis was con ducted and it was found that the interaction between ideology and diversification exerts a significant effect on firm performance thus supporting the importance of strategic fit.
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Affiliation(s)
- Irene Goll
- School of Management, University of Scranton, U.S.A
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Fiedler M, Welpe I. How do organizations remember? The influence of organizational structure on organizational memory. ORGANIZATION STUDIES 2010. [DOI: 10.1177/0170840609347052] [Citation(s) in RCA: 39] [Impact Index Per Article: 2.8] [Reference Citation Analysis] [Abstract] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 11/16/2022]
Abstract
How do organizational factors influence knowledge retention and storage within companies? In this study, we examine the influence of organizational structure on organizational memory. We are specifically interested in the effects of specialization and standardization—dimensions of the organizational structure—on organizational memory as conceptualized by Walsh and Ungson (1991) and Argote (2005). This study is based on recent survey data from 122 respondents of multi-unit organizations that are mainly from the consulting, financial, automotive, and electrical industries. The results suggest that structural organizational factors, i.e. specialization and standardization as well as organizational processes such as codification and personalization of information and electronic communication influence organizational memory. Furthermore, the results show that codification of information fully mediates the relationship between standardization and organizational memory and that electronic communication partially mediates the relationship between specialization and organizational memory. Overall, the results suggest that the processes of codification of knowledge as well as electronic communication are conducive to the formation of organizational memory and that respective organizational memory bins have unique associations with the organizational structure factors. Our study is one of the first to empirically test propositions with regard to the concept of organizational memory.
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Higgins JM, Mcallaster C, Certo SC, Gilbert JP. Using Cultural Artifacts to Change and Perpetuate Strategy. JOURNAL OF CHANGE MANAGEMENT 2006. [DOI: 10.1080/14697010601087057] [Citation(s) in RCA: 8] [Impact Index Per Article: 0.4] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 10/23/2022]
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