Does mission matter?

Bart, Christopher K.; Baetz, Mark C.; McMaster University, Michael G. DeGroote School of Business, Innovation Research Centre

Please use this identifier to cite or link to this item: http://hdl.handle.net/11375/5420

Full metadata record

DC Field	Value	Language
dc.contributor.author	Bart, Christopher K.	en_US
dc.contributor.author	Baetz, Mark C.	en_US
dc.contributor.author	McMaster University, Michael G. DeGroote School of Business, Innovation Research Centre	en_US
dc.date.accessioned	2014-06-17T20:50:23Z	-
dc.date.available	2014-06-17T20:50:23Z	-
dc.date.created	2013-12-23	en_US
dc.date.issued	1995-02	en_US
dc.identifier.other	mint/65	en_US
dc.identifier.other	1064	en_US
dc.identifier.other	4943648	en_US
dc.identifier.uri	http://hdl.handle.net/11375/5420	-
dc.description	<p>16, [15] leaves : ; Includes bibliographical references. ; "February, 1995".</p>	en_US
dc.description.abstract	<p>This article exam ines the performance impact of mission statements using a sample of 136 large Canadian organizatio ns. Pre vious writings suggest that missi on state ments are essential for sup erior organizational performance results. However, there is little emp irical ev idence to support this claim. In contra st, the data from the present study demonstrate that mis sion stat ements per se may be of little value. The findings suggest that there are other critical consid erations which need to be taken into account before a miss ion can have any real impact.</p>	en_US
dc.relation.ispartofseries	Working paper (Michael G. DeGroote School of Business. Innovation Research Centre)	en_US
dc.relation.ispartofseries	no. 34	en_US
dc.subject.lcc	Mission statements > Canada > Case studies	en_US
dc.title	Does mission matter?	en_US
dc.type	article	en_US
Appears in Collections:	MINT (Management of Innovation and New Technology) Research Centre Working Paper Series

Files in This Item:

File	Size	Format
fulltext.pdf Open Access	481.57 kB	Adobe PDF	View/Open

Show simple item record