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Frequency of Mission/Vision Statements

Frequency of Mission/Vision Statements

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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
... to the page limitation data analyses could not be expanded, only the fundamental analyses are presented. From the frequency Table 1, it can be seen that almost %82 of the companies have mission or vision statements on their web pages or annual reports. Only the 66% of the companies have both mission and vision statement on their web pages. ...
Context 2
... factors Customer Orientation I almost the same scores. Priority Items Frequency 1 Being Superior to Competitors 140 2 Creating Competitive Advantage 131 3 Being Competitive 116 4 Increase the Know-How 94 5 ...

Citations

... 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. ...
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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. ...
Chapter
“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). ...
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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). ...
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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. ...
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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). ...
... Further analysis in table 4 reveals that company vision is positive and significantly influence the strategic performance of mobile telecommunication firms (β = 0.805, p=0.000). Candemir & Zalluhoglu (2013) pointed out that the vision statement shows the firm's values and aspirations which capture the heart and mind of various stakeholders. Company strategic vision provides the logical reason for future plans and strategic direction for the firm to follow to satisfy stakeholders expectations. ...
Article
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To optimize scarce resources firms, need to formulate strategies that will enable them to achieve and sustain competitive advantage. The objective of the study was to propose recommendations to managers of MNCs operating in the mobile telecommunication sector in Nigeria on how to enhance and sustain strategic performance base on the evaluation of strategy formulation drivers. The focus on company vision, mission and long-term objectives helps to bring about new insights on the impact of strategy formulation drivers on strategic performance. The study was analysed using theoretical insights from strategic management literature to better understand how strategy formulation drivers enhance strategic performance of mobile telecommunication companies in Nigeria. The authors focused on a single industry using quantitative methods and a survey to obtain information from managers of mobile telecommunication companies operating in Nigeria. One hundred and twenty managers were randomly selected from finance/audit, sales, marketing, customer service and engineering departments of the head offices and eight regional offices of four mobile telecommunication companies in Nigeria. The authors used descriptive statistics and multiple regression techniques to analyse the resultant data. Statistical package for social sciences (SPSS 25) software was employed in the different analyses conducted. The study found that strategy formulation drivers jointly influence strategic performance of mobile telecommunication firms in Nigeria. Attention to company vision and long-term objectives has significant and positive impact on strategic performance. Furthermore, attention to company mission had a negative and significant impact on strategic performance. This study contributes to the existing literature by providing experience on strategy formulation drivers and their impact on strategic performance in mobile telecommunication companies in an emerging market (Nigeria).
... "Pazarlama 3.0" kitabında Kotler tarafından [7], tüketicilerin yaşamlarını dönüştürebilecek yeni bir iş perspektifi ortaya koymak şeklinde tanımlanan iyi bir misyon yaratma, pazarlama stratejisi ve planlamasına yol gösteren stratejik planlamanın ilk aşamasını oluşturmaktadır [1]. Bu anlamda, strateji belirleme sürecinde önemli bir başlangıç noktası olarak kabul edilen [6], işletme ile toplum arasındaki bağları kuvvetlendiren [8], işletme içinde çalışanları motive eden, örgütsel kaynakların dağılımına temel oluşturan, işletmeyle temas halinde olan farklı gruplar arasında ortak bir amaç oluşmasını sağlayan [9], işletmenin varlık nedenini gösteren [10] ve topluma ne sunduğunu ifade eden [11] misyon olmaksızın bir işletmenin gelişip gelişmediğini anlaması mümkün değildir [12]. ...
... Bir işletmenin temel felsefesinin, ruhunun veya arzusunun, o işletmenin başarısında, teknolojik veya ekonomik kaynaklardan daha fazla rolü olduğu yönünde bir inanış dile getirilmektedir [12]. Bununla birlikte, stratejik planlamanın ilk adımı olan misyon ifadesi, işletmeler için önemli bir iletişim aracı haline gelmektedir [11]. Buradan hareketle bu çalışma, Capital 500 listesinde yer alan işletmelerden misyon ifadelerine ulaşılabilen 325'i üzerinden, işletmelerin hedef kitlelerine iletmek istediği felsefelerini keşfetmeyi amaçlamaktadır. ...
... Sayılan çalışmaların haricinde, hizmet ve endüstriyel işletmelerin misyon ifadeleri [10], misyon ifadelerinin nasıl tanımlanması gerektiği [2;9] ve misyon ifadelerinin işletme performansı üzerindeki etkisi [4] ilgili literatürde ele alınan diğer konular olarak sıralanmaktadır. Candemir ve Zalluhoğlu'nun [11], işletmelerin yenilik ve pazar yönelimi düzeylerini ortaya koymak amacıyla, İstanbul Borsası'nda işlem gören 329 işletme üzerinde yaptıkları çalışma ile Köseoğlu ve Temel'in [13] yine borsada faaliyet gösteren işletmelerin misyon ifadelerinde kullandıkları öğelerin farklılaşmasını ele aldıkları çalışma, hem amaç hem de yöntem açısından bu çalışmaya en çok benzeyen çalışmalar olarak göze çarpmaktadır. Bahsedilen çalışmaların yanında, yakın zamanda, Erol ve Kanbur [21], İstanbul Sanayi Odası tarafından yapılan sınıflandırmaya göre belirlenen "Türkiye'nin İlk 100 Büyük Şirketi" listesinde yer alan işletmelerin vizyon ve misyon ifadelerini girişimcilik kapsamında değerlendirmişlerdir. Buradan hareketle, bu çalışma misyon ifadelerini mikro açıdan ele alması ve sadece felsefe bileşeni üzerinden analiz yapması açısından farklı bir bakış açısı geliştirmek üzere yapılandırılmıştır. ...
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Abstract Mission statement, possesing an important place at strategic business planning process, is also a critical communication tool used by companies for expressing themselves to their target audiences. In this context, the mission statement, acting an important role at marketing communications, should be more market oriented and should emphasize on satisfying customer needs more than product and technologic terms, as Kotler and Armstrong [1] state. In the end of this process, companies will give their target audiences a clue about their basic philosophy. The present study aims to contribute to the literature by analyzing the content of mission statements of Capital 500 companies. A content analysis was conducted on these companies’ accessed mission statements via NVIVO, based on the “philosophy” component that placed in the framework of Pearce and David’s study exploring the mission statement components. At the data analysis process, companies were segmented with respect to their sectors they operate and the dominant philosophical thought for each sector was aimed to be determined. The research will create an awareness on the importance of mission statements on differentiating the business styles of the competing companies.
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This paper is aimed to investigate the impact of entrepreneurial orientation (EO) and market orientation (MO) business performance (BP) and to explore the role of innovation (IN) to enhance the business performance of the micro small and medium enterprises (MSMEs) in Sri Lanka. The sample size of 441 owners/mangers of MSMEs. Survey methodology was implemented for this study. Hypotheses are tested using SmartPLS. Findings suggests that significant positive relationship exist between the relationship of EO and BP, MO and BP, EO-IN-BP, MO-IN-BP. Findings also reveal that innovation is complementary mediator on the relationship of EO and BP, and of MO and BP. This study focus on EO and MO. There are other variables under the strategic orientation and that need to be incorporated for further studies. EO and MO are important factors to determine the business performance of micro small and medium enterprises. When innovation is added between the relationship of EO and BP, and of MO and BP, innovation is mediating the relationships. Hence, MSMEs can focus on more the innovation and it will help them to enjoy the competitive advantage. The study of this nature has not been done in the Sri Lankan context with MSMEs in Sri Lanka. This study provides unique contribution to the existing literature.