Title

An Examination of the Distinction Between a Company Mission and a Written Mission Statement Within the Strategic Management Process: A Survey of Planning Forum Executives in the New York Area

Date of Award

1992

Document Type

Dissertation

Degree Name

Doctor of Science in Management Systems (Sc.D.)

Department

Management

First Advisor

David Morris

Second Advisor

Robert W. Baeder

Third Advisor

William Pan

LC Subject Headings

Planning Forum, Strategic planning--United States, Business planning--Unites States

Call No. at the Univ. of New Haven Library

AS 36 .N290 Mgmt. Syst. 1992 no.2

Abstract

This study was one of the first quantitative studies to determine if there are any differences between a company mission and a written mission statement within the strategic management process. Furthermore, this study investigated whether the company mission consisted of different components than a written mission statement. One hundred and nineteen (119) executives of the New York chapter of The Planning Forum responded to a mailed survey. This study found that organizations must have a strong understanding of their company mission. There was evidence that higher levels of profitability were correlated with organizations that had a stronger understanding of their company mission. Although it was found it is not critical for an organization to have a written mission statement, more and more organizations are utilizing them to communicate properly with internal and external stakeholders. The more successful organizations are not hesitant to link their company mission and written mission statement. According to the executives of the New York chapter of The Planning Forum, the key components to include in both a company mission and written mission statement are customers, vision, values, employees, quality, and stockholders. Lastly, this study found that although a company mission is important, it alone will not guarantee success. An organization needs to develop, implement, and evaluate all of the elements of the strategic management process.

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