January 2011
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37 Reads
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Publications (41)
October 2007
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91 Reads
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1 Citation
Management Decision
May 2007
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728 Reads
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46 Citations
R& D Management
New products are critical to the success of most corporations. But managing the R&D projects that produce new products has proven to be a risky and tricky business. Theorists and practitioners claim that one of the major obstacles to higher new product output is the ‘tight’ control practices found in large corporations. The conventional wisdom argues that, to correct this, firms need to find ways ‘to loosen-up.’ But is that all there is to it? This article presents five findings for effectively controlling new product R&D projects. These findings emerged at the conclusion of an empirical research investigation into the formal and informal control practices that business unit managers use to control various new product R&D situations. The article concludes with several recommendations for those managers who want to control their new product R&D projects better.
May 2005
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345 Reads
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74 Citations
International Journal of Technology Management
This article presents findings from research which examiped and analyzed the content of mission statements from 72 North American corporations. Specifically, 25 mission statement components were analysed to determine if there were any differences between innovative and non-innovative organizations. In addition, the rationales behind the creation of the mission statements in both types of firms were also examined and compared. The findings suggest that there are some mission components and rationales which seem to vary significantly between innovative and non-innovative companies and it is these to which managers should pay especially close attention.
May 2005
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42 Reads
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24 Citations
What impact, if any, does a firm's formal mission statement have on its innovativeness? Over the years, the mission statement has been regarded as one of the cornerstone documents of the large, modern corporation. It has especially been seen as essential in terms of providing two major benefits: (1) better staff motivation and control regarding common organizational objectives; and (2) a more focused allocation of resources.
May 2005
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160 Reads
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13 Citations
A relationship between mission and organizational performance was modeled by drawing on previous research. The model was tested with data from 83 large Canadian and US organizations. We found that mission statements can affect financial performance, howevre, not as one might have anticipated initially. Several mediating elements were observed to exsist. For instance, "commitment to the mission" and the "degree to which and organization aligns its internal structure, policies and procedures with its mission" were both found to be positively associated with "employee behaviour". It was this later variable whch was observed, in turn, to have the most direct relationship with financial performance.
May 2005
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18 Reads
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5 Citations
Mission statements have been called the critical starting point for enhancing firm innovativeness. They are essential for strategic planning and have shown to be linked with new product success. The current study asks the question: does the general model of the relationship between mission and organizational innovativeness apply in the specific case of a particular industry: air transportation? For the most part, the study's findings confirm our earlier notions about mission and firm innovativeness. However, there are significant and notable expectations that suggest that there may be 'industry effects'.
May 2005
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123 Reads
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19 Citations
International Journal of Business Governance and Ethics
This paper presents a preliminary progress report into the governance role that boards play (and should play) in the strategic planning process. It reports on whether the nature and degree of their involvement (or lack thereof) in certain strategic planning activities is positively associated with selected performance outcomes. The findings indicate that, surprisingly, a board's involvement in reviewing and discussing its organisation's financial statements may not be adding the kind of value that organisations look to receive from their board of directors.
May 2005
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1,638 Reads
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60 Citations
Journal of Intellectual Capital
A relationship between board/management "involvement" and "awareness" with organizational mission and their link to "employee commitment" and "organizational performance" was modeled by drawing on previous research. The model was tested with data from 339 large Canadian and US organizations. It was determined that "mission awareness" on the part of both the board and senior management is an important consideration in the determination of employees' commitment to the mission. However, the impact of board and management involvement with the mission is not identical. The results emphasize the strong and important role that the board performs when it is actively engaged in the development of the organization's mission.
May 2005
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199 Reads
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82 Citations
Journal of Intellectual Capital
One of the greatest challenges facing advocates ofthe intellectual capital movement is finding ways to measure and report on its content and effect. Some consider the measurement of human intellectual capital (HIC) to be a daunting exercise. At the same time, mission statements represent the cornerstone of most organizational strategies. While much research has been conducted on what the HIC construct might contain, none has attempted to understand the link between mission statements and their impact on the HIC construct. The tentative results reported in this study begin to fill the void. They show that mission statements may indeed have a valid place in the measurement and reporting of an organization's intellectual capital and they demonstrate the need for more research in this regard.
Citations (32)
... The probable reason for mistakenly chosen ideas can be seeing the early stages of an innovation system as a trial-error phase [72,73], lacking key technical features, meeting buyer needs and adequate marketing support [74], poor constrained information flow [4], and no shared knowledge [75]. There, a remedy can be provided by the sharing of information [76,77], coordination and common database usage [78], decentralization of planning activities [4], no elimination of opportunities at strategic and project-level screening processes [79], knowledge exchange via conferences, research forums, seminars, and technology exchange meetings, etc. [80], and preserving of not selected but valued ideas [81]. ...
- Citing Article
January 2002
Management
... 2 Much valuable work has been done within management scholarship on mission statements (e.g., Campbell, 1997;Ireland & Hitt, 1992;Pearce & David, 1987), their relation to performance or financial impact (e.g. Bart & Baetz, 1998;Bart, Bontis, & Taggar, 2001;Desmidt, Prinzie, & Decramer, 2011;Sidhu, 2003), and their efficacy (e.g., Braun et al., 2012;Rey & Bastons, 2018). We are concerned with a broader kind of corporate wrongdoing that transcends failures of mission alignment. ...
Reference:
Corporate Weakness of Will
- Citing Article
November 1998
Journal of Management Studies
... The previous sections demonstrated that a solid basis of academic literature supports the assumption that a well-written mission statement contributes to the performance of an organization. However, a great deal of disagreement remains regarding what the constituent elements of an effective mission statement should be (Bart, 1999). Furthermore, previous research indicates that managers (of profit organizations) are often dissatisfied with their mission statement and frequently question the validity of the presumed association between the mission statement and organizational performance (Bart 1997, Rigby 2001. ...
- Citing Article
January 1999
... By reviewing the literature, the authors can conclude that few research papers considered the role of strategic management process as an enabler to organizational ambidexterity. A few number of previous studies focus on the relation between mission statement and innovation rather than achieving organizational ambidexterity (Bart, 2000;2002;2004;Mahama and sausa, 2019). While many studies recommended empirically examining the relationship between mission fulfillment and ambidexterity (Wang & Rafiq, 2014;Palm & Lilja, 2017;Vario, 2017). ...
- Citing Article
January 2004
International Journal of Technology Management
... A mission statement can be defined as a continuous statement of goals that reveal the organization's product or service to the market, its customers and its philosophy [15]. Mission statements are addressed to answer some fundamental questions in organizations such as why this organization exists, what is the purpose of this organization, where the direction of this organization is, what the organization wants to achieve and so forth [16,17]. ...
- Citing Article
January 1998
... A third research stream considers the use of management control within the NPD process as positive preventing unnecessary innovation excesses (e.g., Bart, 1991;Chenhall and Morris, 1995;. Likewise, Cooper (2001), Bonner et al. (2002), as well as Bonner (2005) suggest that the management control department helps to coordinate and monitor innovation projects ensuring a profitable translation of ideas into new products. ...
- Citing Article
March 1991
Journal of Product Innovation Management
... Similarly, Sufi and Lyons (2003) reported a nonsignificant effect of MS on some financial performance measures in the hospitality sector, such as net profit margin and return on equity. Bart (1996aBart ( , 1996bBart ( , 1997aBart ( , 1997b found an indirect positive influence on performance, and he claimed MS had a more significant direct effect on employee behavior rather than financial outcomes. The remaining studies in the group provided suggestions on MS formulation processes. ...
- Citing Article
September 1996
The Journal of High Technology Management Research
... Relevant studies have provided a range of frameworks and indicators from different perspectives, that offer different insights into the elements or contents that should be covered in a high-quality mission statement, for instance, a four-category typology containing purpose; strategic objectives; quantified planning targets and the business definition (Klemm et al., 1991); five elements of mission (Rahman et al., 2020;Want, 1986); eight key components (Pearce & David, 1987;Wei & Yang, 2022); nine mission components (David, 1989); ten contents (Baetz & Bart, 1996) or thematic categories (Stemler et al., 2011) of mission statements, and even 25 components (Bart, 1997) that integrate most of the relevant ones mentioned above. Despite some differences in wording, these categorizations or frameworks focus on the following elements: stakeholders (customer/financial objective/users); products and services; market, location, geographic domain; values, beliefs, philosophies; commitment to survival, growth and profitability. ...
- Citing Article
July 1997
Industrial Marketing Management
... It refers to the level of consensus that exists among organizational members regarding their view of the purpose of the institution. An organizational mission statement is often viewed as one of the most integral "keystone" aspects for any effective strategic planning exercise (Ireland and Hitt, 1992) and for any organization to be managed successfully (Bart, 2000). Williams, Smythe, Hadjistavropoulos, Malloy and Martin (2005) concluded that the effectiveness of mission statements is contingent upon the extent to which they are communicated to the organization's members. ...
Reference:
PRODUCTIVE AGING THROUGH TIME USE STUDY
- Citing Article
January 2000
International Journal of Technology Management
... Several factors can be used as control, namely, belief system (core values), boundary system (behavioral constraints), diagnostic control (monitoring), and interactive control (management involvement). Research [6,7] found that the company's mission statement, which articulates the company's belief system, positively affects company performance. A study [8] proves that there is a positive impact of the boundary system on employee-oriented measures. ...
- Citing Article
- Full-text available
February 2001
Management Decision