The level and determinants of mission statement use: a questionnaire survey.
BACKGROUND
Although mission statements are one of the most popular management instruments, little is known about the nature and direction of the presumed relationship between mission statements and organizational performance. In particular, empirical insights into the degree of mission statement use by individual organizational members are insufficient.


OBJECTIVE
We address the observed knowledge gap by (a) measuring the level of mission statement use (e.g., explaining the mission statement, making linkages to extant programs or practices, communicating enthusiasm, and adapting the mission statement to the personal work situation) by individual organizational members, and (b) identifying the antecedents that influence mission statement use.


METHODS
Questionnaires were used to collect data from a sample of 510 nurses from three Flemish hospitals. Mission statement use was measured by means of Fairhurst's Management of Meaning Scale. Antecedents of mission statement use were derived from the Theory of Planned Behavior and the mission statement literature.


RESULTS
The findings indicate that mission statement use is low on average. Attitude, subjective norm, perceived behavioral control, and formal involvement in mission statement communication proved to be significant determinants of mission statement use and accounted for 43% of the variance. The results of the conducted regression analyses indicate that nurses (a) who have a positive attitude towards the mission statement, (b) who perceive pressure from superiors and colleagues to use the mission statement, (c) who feel they are in control of performing such behavior, and (d) who are formally involved in the mission statement communication processes are more likely to use the mission statement. Furthermore, the results indicated that demographic characteristics are not associated with mission statement use.


CONCLUSIONS
To effectively increase mission statement use, investments should focus on redesigning a work environment that stresses the importance of the organizational mission statement and provides detailed information on the ways that individual organizational members can contribute in realizing the mission statement.
Desmidt
Sebastian
S
Ghent University, Department of Management and Entrepreneurship, Tweekerkenstraat 2, 9000 Ghent, Belgium. sebastian.desmidt@Ugent.be
Prinzie
Anita
A
Heene
Aimé
A
D000328:Adult; D000704:Analysis of Variance; D001291:Attitude of Health Personnel; D001530:Belgium; D003142:Communication; D003430:Cross-Sectional Studies; D003659:Decision Making, Organizational; D005260:Female; D006040:Goals; D006272:Health Facility Environment / Q000458:organization & administration; D007722:Health Knowledge, Attitudes, Practice; D006801:Humans; D007400:Interprofessional Relations; D008297:Male; D008875:Middle Aged; D017145:Models, Educational; D016294:Models, Nursing; D008960:Models, Psychological; D024802:Nurse's Role / Q000523:psychology; D015404:Nursing Methodology Research; D009741:Nursing Staff, Hospital / Q000193:education / Q000458:organization & administration / Q000523:psychology; D015279:Organizational Culture; D009937:Organizational Objectives; D017009:Professional Autonomy; D012944:Social Support; D011795:Surveys and Questionnaires; D017132:Workplace / Q000458:organization & administration / Q000523:psychology