Mission Statements in FT Ranked European Business Schools – A Content Analysis

Many studies on mission statements have applied one of three perspectives, those of components, stakeholders, and objectives, in their content analysis studies. This current study analyzed the mission statements of Saudi business schools by using the three perspectives together. Data were collected from 22 Saudi business schools’ mission statements. The results show that Saudi business schools’ mission statements are not well formulated, given that the majority of mission statements' objectives are totally absent, and the components and stakeholders are moderately mentioned in the studied missions. Drawing upon the three aforementioned perspectives, the results of this study provide business schools with valuable guidance to formulate accurate and effective mission statements.

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On a mission: Achieving distinction as a business school?

South African Journal of Business Management ◽

10.4102/sajbm.v46i2.89 ◽

2015 ◽

Vol 46 (2) ◽

pp. 29-41 ◽

Cited By ~ 2

Author(s):

D. L. Bevelander ◽

M. J. Page ◽

L. F. Pitt ◽

M. Parent

Keyword(s):

Content Analysis ◽

Business School ◽

Mission Statement ◽

Business Schools ◽

Strategic Choice ◽

Mission Statements ◽

Full Time ◽

Mba Program

This paper investigates what business schools are saying in their mission statements and whether they provide a meaningful basis for strategic choice, distinction and differentiation from a positioning perspective; or whether they are the equivalent of “table stakes” in the MBA game - undifferentiated signals that connote legitimacy. Content analysis is undertaken of the mission statements of the Financial Times 2009 top 100 full-time MBA program offering business schools. The statements are mapped and compared in the aggregate and by quartile. We conclude that the statements are for the most part homogeneous and do not serve as a basis for differentiation. However, although achieving distinction through a mission statement may indeed be difficult, it is by no means impossible, and we suggest approaches that business school deans might adopt in an effort to make their brands stand out.

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Debunking the Myths of Vision and Mission Statements: A Content Analysis of FT Ranked Top 100 Business Schools

SHS Web of Conferences ◽

10.1051/shsconf/202111503015 ◽

2021 ◽

Vol 115 ◽

pp. 03015

Author(s):

Kamran Ahmed Siddiqui

Keyword(s):

Content Analysis ◽

Data Analysis ◽

Business Schools ◽

Mission Statements ◽

Descriptive Statistics ◽

Vision Statements ◽

Data Analyses ◽

Analysis Technique ◽

The World ◽

Major Data

The purpose of this paper is to answer seven famous myths about vision and mission statements by analysing the vision and mission statements of FT Ranked Top 100 Business Schools in the world. First myth states that all business schools have both vision and mission statements. Second myth says both mission and vision statements are equal in length. Third myth states that all nine components must be present in all mission statements. Fourth myth assumes faculty is the hallmark of business school’s mission. Fifth myth states technology is at the centre stage of business school’s mission. Sixth myth assumes research is not part of business school’s mission. Finally, seventh myth says leadership is no more part of business school’s mission. FT ranking for Top 100 Business Schools was selected for this study and business school’s vision and mission statements were collected from their official websites. Content analysis was used as the major data analysis technique. Data analyses using descriptive statistics proved all seven myths wrong.

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Leveraging the organizational mission statement to communicate identity, distinctiveness and purpose to primary and secondary stakeholders during COVID-19

Journal of Strategy and Management ◽

10.1108/jsma-04-2021-0085 ◽

2021 ◽

Vol ahead-of-print (ahead-of-print) ◽

Author(s):

Lorelei Ortiz

Keyword(s):

Content Analysis ◽

Mission Statement ◽

Mission Statements ◽

Strategic Communication ◽

Web Content ◽

Organizational Mission ◽

Content Type ◽

Global Pandemic ◽

Core Mission ◽

Keyword Searches

PurposeThis study examines comprehensiveness and responsiveness of mission statements for the top 100 retailers on the 2020 National Retailers Federation list in order to (1) evaluate how effectively they communicate organizational identity, values and purpose, (2) underscore a distinctive commitment to stakeholders and (3) what extent these efforts are reflected in revised mission statements or addenda to meet global pandemic challenges.Design/methodology/approachThe study employs a 4-question metric to measure comprehensiveness and a two-pronged qualitative method of analysis consisting of keyword searches followed by content analysis.FindingsRetailer statements are considerably comprehensive in describing purpose and audience yet very few articulate stakeholder value, differentiate themselves as distinctive or substantively reaffirm their core mission and values. Retailers seem more invested in strategic communication around diversity, equity and inclusion, based on web content in their consumer, job seeker and investor touchpoints.Research limitations/implicationsCoding and interpreting language through content analysis methods may introduce some level of subjectivity, particularly when dealing with unstructured data. Implications for how organizations acclimated in order to survive and thrive, while maintaining focus on stakeholders and strategy. Examining organizational mission statements and their contexts yields perspective into how organizations define themselves and what they do during times of crisis.Originality/valueThis study provides insights into the content, structure and functions of the statements against a specific comprehensiveness metric and reveals patterns about the texts and their contexts during a pandemic and strong cultural and societal movements.

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