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Operationalising Vision and Mission

Published online by Cambridge University Press:  28 September 2015

Steven N French,
Stephen J Kelly and
Jennifer L Harrison
Steven N French
Affiliation:
Southern Cross University, School of Business, Hogbin Drive, Coffs Harbour NSW 2450, Australia
Stephen J Kelly
Affiliation:
Southern Cross University, School of Business, Hogbin Drive, Coffs Harbour NSW 2450, Australia
Jennifer L Harrison
Affiliation:
Southern Cross University, School of Business, Hogbin Drive, Coffs Harbour NSW 2450, Australia
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Abstract

This paper discusses an exploratory investigation into vision and mission, the starting points of the classical strategic planning process (Ginter, Rucks and Duncan 1985). Constructs measuring vision and mission are identified, as well as three other items that are frequently cited in the literature as being critical for effective formulation and implementation of vision and mission statements (latent abilities, market focus and competitor focus). It is argued that clearer definitions of these constructs and others discussed in strategic literature are a necessary step to allow empirical investigation into the interactions inherent in the strategic process.

Information

Type
Research Article
Information
Journal of Management & Organization , Volume 7 , Issue 2 , 2001, pp. 30 - 40
Copyright
Copyright © Cambridge University Press and Australian and New Zealand Academy of Management 2001

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