Access the full text.
Sign up today, get DeepDyve free for 14 days.
R. Kaplan, D. Norton (1996)
Strategic Learning and the Balanced Scorecard
C. Prahalad (1995)
New view of strategy: An interview with C.K. PrahaladEuropean Management Journal, 13
G Hamel, C.K Prahalad
Are you creating tomorrow’s markets?
Andrew Campbell, Sally Yeung (1991)
Creating a sense of mission.Long range planning, 24 4
P. Senge (1991)
The fifth discipline : the art and practice of the learning organization/ Peter M. Senge
J.C Collins, J.I Porras
Building your company vision
Gregory Dess, Mike Peng, D. Lei (1992)
Strategic ManagementJournal of Leadership & Organizational Studies, 20
P Drucker
The theory of the business
W. Duncan, P. Ginter, W. Kreidel (1994)
A Sense of Direction in Public OrganizationsAdministration & Society, 26
G. Hamel, Prahalad Ck (1989)
To revitalize corporate performance, we need a whole new model of strategy. Strategic intent.Harvard business review, 67 3
G Hamel, C.K. Prahalad
Strategic intent
F. David (1989)
How companies define their missionLong Range Planning, 22
S. Sherman (1995)
How Tomorrow's Best Leaders Are Learning Their Stuff.Fortune, 132
R. Kaplan, D. Norton (1996)
strategic learning & the balanced scorecardStrategy & Leadership, 24
C. Bart, Mark Baetz (1998)
The Relationship between Mission Statements and Firm Performance: An Exploratory StudyCorporate Finance: Valuation
M Fleschner
Build to last
Research on mission statements has shown considerable variability in their value as well as equal disagreement about their value. Mission statements and strategic objectives are often created in the hope that they can help push the organization toward some desired destination. Every person and every organization needs to have a clear destination for their group or organization, but it will require finding better vehicles than simple mission statements. Successful organizations should probably spend 90 percent of their time keeping people focused and 10 percent figuring out how to get there. Ineffective organizations tend to spend 90 percent of their time making rules, regulations, and procedures. Asking good questions is a fine start, but it also takes hard work and continual feedback; otherwise, you end up with a lifeless mission statement. It may not be essential for the entire group to think as one or to reach a complete agreement or singularity about what they are supposed to be about, but the process of continually monitoring and evolving this process is essential.
Leadership & Organization Development Journal – Emerald Publishing
Published: Nov 1, 2001
Keywords: Vision; Strategy; Feedback
Read and print from thousands of top scholarly journals.
Already have an account? Log in
Bookmark this article. You can see your Bookmarks on your DeepDyve Library.
To save an article, log in first, or sign up for a DeepDyve account if you don’t already have one.
Copy and paste the desired citation format or use the link below to download a file formatted for EndNote
Access the full text.
Sign up today, get DeepDyve free for 14 days.
All DeepDyve websites use cookies to improve your online experience. They were placed on your computer when you launched this website. You can change your cookie settings through your browser.