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Today, the role of innovation and market orientation has turned into an important competitive tool to sustain competitive advantage and survive in the global competitive market. Market orientation and innovativeness are among the major value adding aspects for the strategies of the companies. Also, competitiveness, profitability and innovativeness...
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Context 1
... is a significant result that needs further investigation. As can be seen in the Table 3, regardless of their operating period, having a mission/vision statement does not differ among companies. 75% of the companies operating less than 15 years, 83.3% of the companies operating between 16-30 years, 75.95% of the companies operating between 31-45 years and %88.9 of the companies operating over 45 years have mission statements on their web pages or annual reports. ...Citations
... Organizational Mission, Vision and Objectives Strategic intent express future-oriented behaviour, Consequently strategic intent reflects in the mission, vision and objective of the organization (Brand, 2012). Mission and vision statement are the important explanation of an organization strategic view (Candemir & Zalluhoglu, 2013). The position of strategic intent in these organizational statements is widely expressed in the various definitions of the concept. ...
... It tells what the organization is providing to the society. It defines the fundamental, unique purpose that set an organization apart from other organization of its type and identifies the scope or domain of the organization's operations in terms of products (including service) offered and the market served (Candemir & Zalluhoglu, 2013). The mission statement promotes a sense of shared expectation amongst employees and communicates a public image of the organization to important stakeholders (Analoui & Karami, 2002). ...
... Vision statement describes what the organization would like to become. A vision statement reflects an organization's values and aspirations and intended to capture the heart and mind of each employee and, hopefully, many of its other stakeholders (Candemir & Zalluhoglu, 2013). A good vision is inspiring and exciting, fosters long-term thinking, fosters risk-taking and experimentation, helps in the creation of a common identity and shared sense of purpose, is competitive, original and unique, and represents integrity and is truly genuine (Jyothimon, 2014). ...
This study was on strategic intent and organizational performance in the banking industry. The purpose was to identify how strategic intent and it dimensions relates with organizational performance. The design of the study was cross-sectional survey. A self-report questionnaire was used for data collection. Two hundred and one respondents make up the study sample. The sample consists of 132 (65.5%) male and female 69 (34.5%). The respondents age ranged between 25 and 58 years. Data analysis rejected all the hypotheses tested. It was observed that strategic intent and its dimensions (mission, vision and objectives) significantly and positively relate with organizational performance. In addition, analysis of effect size revealed that strategic intent account for 34 percent variance in organizational performance. Mission dimension of strategic intent explained 47% variance in organizational performance, vision dimension of strategic intent explained 19% variance in organizational performance, and objective dimension of strategic intent explained 58% variance in organizational performance. It was concluded that overall strategic intent positively and significantly relate with organizational performance and that the various dimensions of strategic intent vary in the degree of variation they account for in organizational performance. It is recommended that founders of, and those who formulate policy and strategy for organizations reflect strategic intent in the organizational mission, vision and objectives. Further study should examine the intervening variables in the relationship.
... Firms' strategic communication to its various stakeholders and the future prospects are being done through the vision and mission (V&M) statements (Pearce and David, 1987), and thus, if a firm perceives CSR as strategic investment, it should be reflected and aligned in the V&M statements (Candemir and Zalluho glu, 2013). ...
Purpose
This study aims to explore the patterns of corporate social responsibility (CSR) practices and investments across different ownership groups and relevance of CSR practices in the vision and mission (V&M) statements of firms.
Design/methodology/approach
The paper uses the neo-institutional theory approach, which explains similarities and differences in the CSR practices of organisations embedded within (and between) similar sectoral contexts. The study accounts the CSR activities of the top 100 companies listed on the Bombay Stock exchange (BSE) based on their ownership and checks the overlap of the CSR activities conducted by the companies with the ongoing social development schemes launched in India during the same of time. The time period between 2017 and 2020 is chosen to analyse the CSR studies. The study uses content analysis technique to derive conclusions. A textual analysis of top 100 listed firms across all ownership groups aimed at understanding patterns of CSR practices opted by the different groups and coherence of CSR patterns in the V&M statements. CSR related keywords were analysed in the V&M statements to understand what influence reporting of CSR practices in the strategic communication of firms.
Findings
Overall analysis indicated that top 100 firms prefer to invest in the areas of “Education”, “Sustainability” “Skill” where public-owned firms preferred towards “Sanitation” and “Environment/Sustainability” showing concurrence with local development goals. Private and foreign groups preferred to park their CSR funds in “Education” and “Skill” development showing coherence with the global agendas. Public-owned firms tend to report more CSR related specifically “Environment’ and “Sustainability” in the strategic documents. However, private and foreign firms do not pay any significance to CSR related keywords in their V&M statements.
Research limitations/implications
Findings suggest that despite of huge CSR investments, private and foreign-owned firms lack CSR focus and communication in their V&M statements, which may create disintegration in the CSR investment and strategic alignment of near-term and future goals. The paper suggests that private and foreign firms should also communicate their CSR practices through their V&M to stakeholders so that CSR practices may not remain mere 2% mandated expenditure by the Government of India.
Originality/value
The study contributes in confirming the success of the CSR policy mandate in supplementing government’s social development programmes along with indications on the role of family firms in accelerating the process of community development as compared to foreign firms. The study also favours integration of CSR disclosures in the V&M statements to gain long-term benefit out of these investments.
... Bart (1998) posited that a mission is a statement of purpose which reveals a firm's clients, products, philosophy and services. Candemir and Zalluhoglu (2013) alluded that a mission identifies the organization's sphere of operations by focusing on the products/ services offered and also the market being served. According to Abashe (2016) goals are statements of direction or what organizations or the organizations sub unit intends to do. ...
Purpose: Strategic direction setting is a critical leadership practice to be adopted by organizations that intend to attain good performance. This study sought to examine the influence of strategic direction on Sacco performance. Design/Methodology: The study utilized descriptive and correlational research design. The study was conducted in SACCOs in Kenya. Primary data was collected using a close ended questionnaire from SACCOs senior managers and CEOs were also interviewed. For data analysis, the study used descriptive statistics, inferential statistics and content analysis. Findings: The study established that strategic direction setting significantly influenced SACCO performance. Implications/Originality/Value: The findings provide a valuable insight on the importance of strategic direction setting in enhancing performance. This study will guide SACCO leaders to proactively set strategic direction through developing and communicating the vision, mission, goals and objectives as this will boost performance in terms of increased level of customer satisfaction, increase in members, asset base growth and growth in deposit base. The findings can be used as a basis for further research by scholars who are interested in understanding strategic direction in SACCO’s.
... The data (including financial statements and footnotes, stock prices, and special reports) are drawn from the ISE's databases, as well as the Public Disclosure Platform (PDP), the Capital Markets Board of Turkey, and the firms themselves. The choice of Turkey as the research site reflects growing recognition of its importance as an outward-looking global market that straddles both Europe and Asia, with findings drawn from it being widely generalizable (Candemir & Zallahoglu, 2013). As regards the selected time period, this represents a period of stability in the Turkish financial system but deliberately ends prior to the impact of regional political unrest reaching Turkey (Onis, 2014). 1 Multi-(four)-stage evaluation of the estimated models is presented. ...
This paper introduces a theoretical model that relates firm dynamics to bankruptcy processes on both univariate and multivariate bases. The distinctiveness of the study lies in the estimation of default using a framework where firm dynamics are linked to the bankruptcy process itself. The structure builds on theoretical relations among the constructs viewed from a perspective sufficiently wide to demonstrate value addition and dilution. The univariate‐based estimation results indicate that the variables determined via the model successfully differentiate distressed firms from non‐distressed and other firms, while the evidence from the multivariate analysis facilitate a 90%+ correct distressed/non‐distressed classification rate for both one‐ and two‐year periods. The findings provide a road map for selecting the most appropriate default prediction variables and identifying the role of each in the prediction process. The prediction accuracy of the model does not depend solely upon statistical techniques, but also reflects each variable’s theoretical underpinning. The model is shown to be useful for firm rating in general and credit approval decisions in particular.
... Emprendedor es aquella persona o entidad con ideas innovadoras que desarrolla y comercializa en el mercado, percibe una oportunidad y crea un nuevo negocio (Candemir y Zalluhoğlu, 2013;Bijmolt et al., 2019). Es una figura necesaria en el desarrollo económico y social de una región y se encuentra ligado a la orientación emprendedora. ...
“Tendencias en la Investigación Universitaria. Una visión desde Latinoamérica”, es una obra de producción científica de la Colección Unión Global, adscrita al Fondo Editorial Universitario Servando Garcés de la Universidad Politécnica Territorial de Falcón Alonso Gamero (UPTAG). Es una publicación internacional, seriada, continua, arbitrada con apertura a todas las áreas del conocimiento. En el volumen XII, ofrece capítulos resultados de investigación caracterizados por la alta calidad intelectual y científica producida por investigadores que muestran los productos del quehacer académico, científico, tecnológico y humanístico desarrollado en los diferentes escenarios de la sociedad. En este volumen, el libro, atiende a las perspectivas del entorno social, económico, cultural, político, tecnológico, entre otras dinámicas propias del mundo globalizado que se vive actualmente, por tanto, las investigaciones que se publican están orientadas a dar respuestas a las necesidades de la sociedad actual. Abordando estudios que dan a conocer las nuevas tendencias en la administración pública por considerarlas pilar esencial de la estructura del Estado, que evolucionan a partir de la inserción de las nuevas tecnologías de la información y de la comunicación (TIC). También, es esencial conocer las perspectivas sobre el proceso de dirección estratégico y responsabilidad social empresarial como mecanismos que permiten potenciar el turismo con visiones ecológicas en tiempos emergentes; reconociendo que se trata de un sector económico que ha resultado muy golpeado en tiempos de pandemia, por lo que resulta pertinente ofrecer líneas estratégicas que potencien su desarrollo.
... The mission statement shows a sense of shared expectation amongst employees and communicates a public image of the organization to important stakeholders (Analoui & Karami, 2002). A vision statement is firm values and aspirations that the firm wanted to state in the heart and mind of its employees and other stakeholders (Candemir & Zalluhoglu, 2013). A good vision is inspiring and exciting, fosters long-term thinking, fosters risk-taking and experimentation, helps in the creation of a common identity and shared sense of purpose, is competitive, original, and unique, and represents integrity and is truly genuine (Jyothimon, 2014). ...
Purpose: This study investigates the effect of strategic intent on the performance of small and medium scale printing firms in Federal Capital Territory (FCT), Abuja, Nigeria. Methods: The population of the study included all the small and medium scale printing press in Abuja which is 226 and the sample size of 68. A multiple regression model was formulated to estimate the effect of strategic intent (vision, mission, and objectives) on performance (growth) of small and medium scale printing press firms in Abuja. The study also adopted a control variable such as finance to have a better coefficient of determination. Findings: The study found that strategic intent had a positive and significant effect on the growth of small and medium scale printing press firms in Nigeria. The study also found that finance (collateral, access to finance, and insufficient finance) had a negative and insignificant effect on the growth of small and medium scale printing press firms in Nigeria. Implication: Small and medium printing press firms in Abuja, FCT should communicate their vision, mission statement, and objectives to their employees. The microfinance banks in collaboration with the central bank of Nigeria should minimize collateral conditions in obtaining microcredit from microfinance bank.
... Strategic intent express future-oriented behaviour, consequently strategic intent reflects in the mission, vision and objective of the organization (Brand, 2012). Mission and vision statement are the important explanation of an organization strategic view (Candemir & Zalluhoglu, 2013). The position of strategic intent in these organizational statements is widely expressed in the various definitions of the concept. ...
... Vision statement describes what the organization would like to become. A vision statement reflects an organization's values and aspirations and intended to capture the heart and mind of each employee and, hopefully, many of its other stakeholders (Candemir & Zalluhoglu, 2013). Vision is a big picture about desired future status of the organization. ...
... It tells what the organization is providing to the society. It defines the fundamental, unique purpose that set an organization apart from other organization of its type and identifies the scope or domain of the organization's operations in terms of products (including service) offered and the market served (Candemir & Zalluhoglu, 2013). The mission statement of an organization promotes a sense of shared expectation amongst employees and communicates a public image of the organization to important stakeholders (Analoui & Karami, 2002). ...
... Strategic intent express future-oriented behaviour, consequently strategic intent reflects in the mission, vision and objective of the organization (Brand, 2012). Mission and vision statement are the important explanation of an organization strategic view (Candemir & Zalluhoglu, 2013). The position of strategic intent in these organizational statements is widely expressed in the various definitions of the concept. ...
... Vision statement describes what the organization would like to become. A vision statement reflects an organization's values and aspirations and intended to capture the heart and mind of each employee and, hopefully, many of its other stakeholders (Candemir & Zalluhoglu, 2013). Vision is a big picture about desired future status of the organization. ...
... It tells what the organization is providing to the society. It defines the fundamental, unique purpose that set an organization apart from other organization of its type and identifies the scope or domain of the organization's operations in terms of products (including service) offered and the market served (Candemir & Zalluhoglu, 2013). The mission statement of an organization promotes a sense of shared expectation amongst employees and communicates a public image of the organization to important stakeholders (Analoui & Karami, 2002). ...
This study examined the relationship between strategic intent and team collaboration of automobile spare parts dealers in Port Harcourt, Nigeria, The study adopts a cross-sectional survey research design. The target population of the study constitutes all the of automobile spare parts dealers Nigeria and all have their branch offices in Rivers State, these branch offices constituted the accessible population for this study. There is no sampling technique. The study takes a census of the population as a sample size which constitutes senior branch manager and one branch manager in the automobile spare parts dealers. Data for the study was collected through structured questionnaire. The face validity of the survey instrument was achieved through supervisor's scrutiny and approval while the reliability of research instrument was obtained through the Crombach's Alpha Coefficients with all the items above 0.70 which was established by Nunnally (1970). Data was analyzed using inferential statistics such as the regression analyses was used to test the hypotheses with the aid of statistical package for social science version 22.0 for the purposes of examining the nature and proposed associations. The results of the study showed that there was a positive and statistically significant association between strategic intent and team collaboration. The study concludes that there is positive and significant relationship between strategic intent and team collaboration in the automobile spare parts dealers, Nigeria. The study therefore recommends that management of automobile spare parts dealers need to define a strategic vision and mission statements which will have a transformative effect on the future of the companies under study.
... Ullah (2013) argues around organizational purpose allows strategic leaders to recognize what the firm wants to be in the future and the level of performance needed to achieve the desired future. Similarly, Candemir and Zalluhoglu (2013) revealed that purpose prepares the organization for the changes and innovations anticipated in the future by providing foresight into desired changes suggested by stakeholders which positively influences organisational performance. Contrary to Ekpe, et. ...
Performance of the service firms has remained a challenge for top executives due to perceived insufficient discretion to comprehend and communicate the organisational purpose effectively to their subordinate thereby causing a major constraint. This paper examined the moderating effect of purpose on the relationship between strategic leadership and organisational performance of selected service firms in Lagos and Ogun State. Cross sectional research design was adopted and primary data were collected through an adapted questionnaire after the validity and reliability were determined. The respondents were two hundred and seventy-seven top management of the selected service firms. The hierarchical regression results revealed that purpose has a statistically significant moderating effect on the relationship between strategic leadership and organisational performance at 5% level of significance. The study concludes that purpose has significant moderating effect on the relationship between strategic leadership and organisational performance. The paper concludes that top executives should properly define, align and understand the organisational purpose in order to achieve superior performance.
... For each mission statement, a content analysis were used to explore the extent to which they contain the items related to Market Orientation. The different items were inspired from the Narver and Slater market orientation's measure scale MKTOR and the work of Aykan & Ali Erhan (2013) (see appendix 5). ...
MARKET ORIENTATION - MISSION STATEMENT - AIRLINES COMPANIES
