Journal articles: 'Vision statements'

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Abelman, Robert, David Atkin, Amy Dalessandro, Sharon Snyder-Suhy, and Patricie Janstova. "The Trickle-Down Effect of Institutional Vision: Vision Statements and Academic Advising." NACADA Journal 27, no. 1 (March 1, 2007): 4–21. http://dx.doi.org/10.12930/0271-9517-27.1.4.

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A description of the kinds of educated humans to be cultivated at a particular institution can be found in the college or university vision statement. The extent that vision is reflected in the governing models of advising operations, known by personnel, and transformed into day-to-day activities was assessed through a NACADA membership survey. Findings suggest a significant disconnect between the lofty educational aspirations and priorities stated in vision statements and the pragmatics of academic advising operations. The trickle-down effect of institutional vision through advising units is further impeded by a lack of access to and familiarity with vision statements, particularly at large, public institutions. Increased advising-supervisor access to upper administration and more carefully crafted vision statements can make visions actionable. Relative Emphasis: theory, practice, research

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Pacios, Ana R. "Knowledge management and innovation: Two explicit intentions pursued by Spanish university libraries." IFLA Journal 46, no. 3 (August 26, 2019): 224–33. http://dx.doi.org/10.1177/0340035219870201.

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This article analyses the content of three types of institutional statements (mission, vision and values) published on Spanish university libraries’ websites. The aim is to determine whether they express explicit support for knowledge management and innovation in the university. The analysis revealed that 75% of the population (n = 76) published at least one such statement. The most widely published of the three types was the mission statement, 37 of which contained the terms ‘knowledge’ or ‘innovation’, particularly the former, present in 33. The vision statements of 17 libraries alluded to both, in practically the same proportion. ‘Innovation’ appeared in 20 of 28 libraries with statements of values, denoting the high esteem in which that conceit is held by university librarians. These statements stand as proof that libraries regard innovation and some stage of knowledge management as primary aims, with the furtherance of knowledge creation/generation the one most frequently cited.

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Fiset, John, and Melanie A. Robinson. "Developing foresight through the evaluation and construction of vision statements: an experiential exercise." Organization Management Journal 17, no. 2 (July 3, 2020): 99–115. http://dx.doi.org/10.1108/omj-03-2019-0822.

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Purpose Scholars and practitioners generally acknowledge the crucial importance of visions in motivating and inspiring organizational change. In this article, we describe a two-part activity based on visionary leadership scholarship and theory designed to teach students to cultivate foresight and consider future possibilities through the organizational vision statement development process. Design/methodology/approach Using an experiential design, the exercise draws on several empirically validated techniques to encourage foresight and future thinking, to help students place themselves in the shoes of the chief executive officer of a hypothetical organization and use dramaturgical character development strategies to craft the vision statements that they will champion. Findings The exercise has been used in three different business courses (N = 87) and has been well received. Originality/value The content of the exercise is adaptable to a variety of courses in which leadership and vision are focal topics – such as organizational behavior, strategy and leadership – and could also be modified for an online classroom setting.

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Matthews, Joseph R. "Editorial: Strategic Plans and Vision Statements." Public Library Quarterly 37, no. 1 (January 2, 2018): 1–2. http://dx.doi.org/10.1080/01616846.2018.1425593.

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Flowers, Jane. "Board Revises Mission and Vision Statements." AORN Journal 86, no. 6 (December 2007): 941–42. http://dx.doi.org/10.1016/j.aorn.2007.11.023.

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Allen, Kelly-Ann, Margaret L. Kern, Dianne Vella-Brodrick, and Lea Waters. "Understanding the Priorities of Australian Secondary Schools Through an Analysis of Their Mission and Vision Statements." Educational Administration Quarterly 54, no. 2 (February 20, 2018): 249–74. http://dx.doi.org/10.1177/0013161x18758655.

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Purpose: The vision or mission statement of a school outlines the school’s purpose and defines the context, goals, and aspirations that govern the institution. Using vision and mission statements, the present descriptive research study investigated trends in Australian secondary schools’ priorities. Research Methods: A stratified sample of secondary school vision and mission statements across 308 schools from government, independent, and Catholic sectors in Victoria, Australia, was analyzed using qualitative and quantitative approaches. Findings: Academic achievement was the most common theme, with school belonging and mental health promotion themes cited by over half of the schools. School belonging was emphasized more often by Catholic schools compared with independent and government schools, and by rural schools compared with urban schools. Implications: Australian schools are seemingly adopting a dual purpose: to be academic institutions and well-being enhancing institutions. Understanding the priorities of schools using vision and mission statements may guide researchers, administrators, and teachers about how to better meet the academic and psychological needs of the students. The priorities of schools also have implications for how research in this area is communicated to schools, and this study provides a method for capturing these priorities.

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Siddiqui, Kamran Ahmed. "Debunking the Myths of Vision and Mission Statements: A Content Analysis of FT Ranked Top 100 Business Schools." SHS Web of Conferences 115 (2021): 03015. http://dx.doi.org/10.1051/shsconf/202111503015.

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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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Abelman, Robert, Amy Dalessandro, Patricie Janstova, and Sharon Snyder-Suhy. "Institutional Vision at Proprietary Schools: Advising for Profit." NACADA Journal 27, no. 2 (September 1, 2007): 9–27. http://dx.doi.org/10.12930/0271-9517-27.2.9.

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A college or university's general approach to students and student support services, as reflected in its institutional vision, can serve to advocate the adoption of one type of advising structure, approach, and delivery system over another. A content analysis of a nationwide sample of institutional vision statements from NACADA-membership colleges and universities was performed. Findings suggest that for-profit institutions are driven by an outcome-oriented, pragmatic mission statement rather than the complex, compelling vision statement often employed by traditional nonprofit institutions. The customer-service model of the former places priority on student affairs, but in the form of highly centralized prescriptive academic-advising operations. Implications for all academic institutions are discussed.Relative Emphasis: research, practice, theory

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Kantabutra, Sooksan, and Gayle C. Avery. "The power of vision: statements that resonate." Journal of Business Strategy 31, no. 1 (January 5, 2010): 37–45. http://dx.doi.org/10.1108/02756661011012769.

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Tarnow, Eugen. "A recipe for mission and vision statements." Journal of Marketing Practice: Applied Marketing Science 3, no. 3 (September 1997): 184–89. http://dx.doi.org/10.1108/eum0000000004386.

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Tarnow, E. "A recipe for mission and vision statements." IEEE Transactions on Professional Communication 44, no. 2 (June 2001): 138–41. http://dx.doi.org/10.1109/47.925518.

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Castro, Rafael, and Gui Lohmann. "Airport branding: Content analysis of vision statements." Research in Transportation Business & Management 10 (April 2014): 4–14. http://dx.doi.org/10.1016/j.rtbm.2014.01.001.

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Rahman, Mohammad. "Why strategic vision statements won't measure up." Strategic Direction 25, no. 4 (March 20, 2009): 3–4. http://dx.doi.org/10.1108/02580540910943460.

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Abelman, Robert, Amy Dalessandro, Patricie Janstova, Sharon Snyder-Suhy, and Gary Pettey. "Charting the Verbiage of Institutional Vision: Implications for Academic Advising." NACADA Journal 27, no. 1 (March 1, 2007): 22–38. http://dx.doi.org/10.12930/0271-9517-27.1.22.

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Whether and to what extent a college or university vision is embraced, transformed into action, and dispersed to the campus community by academic advisors is largely dependent on the rhetoric of the vision statement. Through a content analysis of a nation-wide sample of vision and mission statements from NACADA-membership institutions, we isolated key linguistic components that constitute a well-conceived, effective, and easily diffused institutional vision. The prevalence of these components and the types of academic institutions most likely to possess them are discussed. Ways in which this information can be used by advising supervisors to evaluate their own institution's vision and the vision of their advising operation are presented.Relative Emphasis: theory, research, practice

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Singh, Rajbir, and Aparna Datta Bakshi. "An Empirical Analysis of Employee Commitment and Impact of Mission Statements." Journal of Business Theory and Practice 6, no. 4 (November 22, 2018): 323. http://dx.doi.org/10.22158/jbtp.v6n4p323.

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Mission Statements drive the strategic planning process of organizations. Mission Statements adorn the receptions and websites of organizations the world over. It is a mission statement which defines the role that the organization plays in the society. A mission statement speaks about the essential purpose of the organization, concerning with why it is in existence, the nature of business it is in and the customers it seeks to serve and satisfy. Importance of mission statement in achieving vision pushes the organization to have a mission statement. On contrary there are several organizations that do not have any mission statement and doing well in business. This paper studies whether the mission statement plays a deciding role in growth and performance of any organization. Necessary statistical tools are used to analyse the data.

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Alshameri, Faleh, and Nathan Green Green. "Analyzing The Strength Between Mission And Vision Statements And Industry Via Machine Learning." Journal of Applied Business Research (JABR) 36, no. 3 (May 1, 2020): 121–28. http://dx.doi.org/10.19030/jabr.v36i3.10348.

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Mission and vision statements are critical to a company’s success both from a company’s long-term goals and appearance to potential customers. We analyze a collection of 772 mission and vision statements from companies via natural language processing. This data is hand annotated into 15 industry types. We show the distinctiveness and connectiveness of each industry via text processing and machine learning techniques. The extracted features of each industry are a telling and guiding indicator of what that industry embraces. We show high predictive power via machine learning to determine an industry by looking only at the mission and vision statements

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Abelman, Robert. "Contra-Diction." International Journal of Signs and Semiotic Systems 4, no. 1 (January 2015): 1–26. http://dx.doi.org/10.4018/ijsss.2015010101.

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This article summarizes findings from several investigations that have performed a DICTION-based content analysis of the mission and vision statements of distinctive types of academic institutions. Key linguistic components found to constitute a well-conceived, viable, and easily diffused institutional vision were isolated, measured, and compared to normative scores gathered from a nation-wide sample of colleges and universities. Findings revealed significant stylistic differences across institution types regarding clarity, complexity, pragmatics, optimism and the ability to unify the campus community, as well as key differences between mission and vision statements. In doing so, they provided a prescription for how mission and vision statements can better serve as guiding, governing, and self-promotional documents, particularly in times of crisis, change and negative press.

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Alshameri, Faleh, G. Robert Greene, and Mukesh Srivastava. "Categorizing Top Fortune Company Mission And Vision Statements Via Text Mining." International Journal of Management & Information Systems (IJMIS) 16, no. 3 (July 9, 2012): 227. http://dx.doi.org/10.19030/ijmis.v16i3.7075.

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Purpose - The paper seeks to categorize mission and vision statements into clusters and demonstrate how these clusters can be profiled in the context of Globalization, Innovation and Strategy Centric features for assessment of strategic alignment, positioning and direction. Based on text mining methodology, mission and vision statements of the top 772 Fortune companies were analyzed to understand: 1) How mission and vision statements can be meaningfully categorized into clusters, 2) How attributes of each cluster can be meaningfully evaluated in the context of the degree to which Globalization, Innovation and Strategy Centric Mission and Vision statements are discovered. Clustering Toolkit (CLUTO) software was used for text mining the data collected from two websites. A recursive bisection approach has been followed to reach the desired number of six clusters, which were further analyzed through Wordle software for visual representation. The study clustered the companies in the dataset into groups in which globalization, innovation, and strategy issues were dominant. The epistemological contribution of this research includes how text mining can be used to meaningfully categorize a large dataset consisting of mission and vision statements of 772 Fortune corporations, how knowledge contained in a large dataset can be managed through the use of text mining in analyzing cluster attributes, and how these clusters can be profiled in the context of Globalization, Innovation and Strategy Centric features for assessment of strategic alignment, positioning, and direction.

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Amary Kumang, Chit’Jna, and Eeng Ahman. "A CONTENT ANALYSIS: THE VISION STATEMENTS OF HIGHER EDUCATION INSTITUTIONS IN INDONESIA." Dinasti International Journal of Education Management And Social Science 1, no. 3 (February 19, 2020): 360–67. http://dx.doi.org/10.31933/dijemss.v1i3.167.

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This research is to find out the strategic plan of higher education institutions in Indonesia by analyzing the vision statements of the top 50 higher education institutions in Indonesia according to the Webometrics version in 2018. All vision statements were accessed through the official site of the higher education institutions and then the content analysis, segmentation based on the types of responsible authority (public-private) and the region (Java Island –outside Java Island) were conducted. The analysis of this study was conducted using Voyant Tools, a web-based application for conducting text analysis. The finding of this study was that there were 11 similar keywords used by nearly all higher education institutions. The visions made by the higher education institutions in Indonesia tend to expect quality improvement by targeting a better rank in the national and international scale education level and being future-oriented. It can be seen that 36% of the higher education institutions specifically make several targets in a particular period.

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Mansi, Mansi, Rakesh Pandey, and Ehtasham Ghauri. "CSR focus in the mission and vision statements of public sector enterprises: evidence from India." Managerial Auditing Journal 32, no. 4/5 (April 4, 2017): 356–77. http://dx.doi.org/10.1108/maj-01-2016-1307.

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Purpose This study aims to explore the weightage rendered to corporate social responsibility (CSR) keywords in mission and vision (M&V) statements of public sector enterprises (PSEs) in India. Design/methodology/approach Analysing the contents of M&V statements of 230 PSEs, this study has the twin research objectives of seeking to illuminate the current use of CSR-related keywords in PSEs’ M&V statements that reflect organisational strategy and provide an understanding for how firm age, industry and firm size variables serve to influence CSR keyword reporting in these statements. Findings The findings of this study provide evidence that half of the Indian PSEs reported at least one CSR-related keyword in their M&V statements. These public enterprises predominantly use 38 different categories of CSR keywords in their M&V statements. Furthermore, the authors find that environment-related keywords were predominantly used by PSEs in their M&V statements. The results indicate that PSEs’ size and industries are significantly associated with the use of CSR-related keywords in M&V statements, suggesting that bigger PSEs and PSEs in extractive industries (e.g. mining, coal and petroleum) tend to report more CSR-related keywords in their M&V statements. Research limitations/implications Findings imply that small public enterprises (those having a low annual turnover) lack CSR focus in their M&V statements. The authors argue that, irrespective of the size of the enterprise, CSR should be an integral part of these PSEs in framing their M&V statements. Originality/value This study systematically analyses CSR-related keywords in the M&V statements of all PSEs in India.

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Collier, Roger. "CMA’s new mission and vision statements rankle some members." Canadian Medical Association Journal 189, no. 36 (September 10, 2017): E1155—E1156. http://dx.doi.org/10.1503/cmaj.1095480.

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Kim, Youngjon, and Hyoseon Choi. "Beginning of outcome-based medical education: development of medical schools’ mission statements based on stakeholders’ priority." Korean Journal of Medical Education 33, no. 3 (September 1, 2021): 215–26. http://dx.doi.org/10.3946/kjme.2021.201.

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Background: Many studies report the positive effects of outcome-based education in improving medical education quality. An important aspect of outcome-based education is the statement of learning outcomes, which is closely associated with medical schools’ mission, vision, and educational goals. Medical schools’ mission statement not only sets the standards to determine educational goals and outcomes but also provides an indicator to monitor and evaluate medical education quality.Purpose: This study identified a methodology to provide optimal mission statements at medical schools through the framework of suggested decision-making method.Methods: This study analyzed the focus of the mission development suggested by World Federation for Medical Education and Liaison Committee on Medical Education medical education standards and searched for appropriate decision-making methods based on these standards. In addition to validate the suggested framework of mission statement, case analysis of medical schools was conducted.Results: Consequently, a mission development method that applies the mission statement based on stakeholders’ priority (MSSP) was derived. The MSSP involves (1) content analysis, (2) candidate extraction, (3) priority evaluation, and (4) priority validation. The keywords of the mission system derived during this process were categorized and listed in ranks to be suggested as the mission, vision, and core values. The proposed MSSP was applied in two South Korean medical schools and, thereby, the mission, vision, and core values were determined for each medical school.Conclusion: The two schools’ case analysis verified MSSP’s effectiveness as a decision-making methodology to gather and converge diverse opinions from stakeholders for the mission statement at the medical schools.

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Ahn, Chi-Young, Hyun-Soo Kim, Won-bin Kim, Chang-hoon Oh, Jee-Young Hong, Eun-Young Kim, and Moo-Sik Lee. "Analysis of Vision Statements in 6th Community Health Plan of Local Government in Korea." Journal of agricultural medicine and community health 42, no. 1 (March 31, 2017): 1–12. http://dx.doi.org/10.5393/jamch.2017.42.1.001.

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French, Steven N., Stephen J. Kelly, and Jennifer L. Harrison. "Operationalising Vision and Mission." Journal of Management & Organization 7, no. 2 (2001): 30–40. http://dx.doi.org/10.1017/s1833367200005198.

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AbstractThis 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.

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French, Steven N., Stephen J. Kelly, and Jennifer L. Harrison. "Operationalising Vision and Mission." Journal of the Australian and New Zealand Academy of Management 7, no. 2 (2001): 30–40. http://dx.doi.org/10.5172/jmo.2001.7.2.30.

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AbstractThis 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.

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Aib, Iman, Wasima Shehzad, and Sadia Irshad. "Promotional practices in mission and vision statements of corporate companies: A systemic functional linguistic analysis." Liberal Arts and Social Sciences International Journal (LASSIJ) 5, no. 1 (June 30, 2021): 630–47. http://dx.doi.org/10.47264/idea.lassij/5.1.41.

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Promotional strategies have become discursive practices in corporate companies’ mission and vision statements. However, less focus was given to the role of grammar in shaping this text type as part of promotional discourse. Systemic Functional Linguistics (SFL) is arguably the most definite and certain linguistic analysis as a meaning-making resource. Hence, the purpose of this study was to use transitivity grammar theory in SFL to analyse the use of experiential processes in enacting promotional rhetorical moves. Following purposive sampling, mission and vision statements of hundred international companies, which were ranked by current market capitalization, were selected. Using textual analysis, we applied transitivity grammar theory to manually analyse promotional rhetorical moves. The results were quantified and presented in tabulation form. The findings revealed that mental and relational processes are favoured grammatical patterns used by corporate firms to write mission statements that focus on building public image and establish self-concept. The findings of this research can prove helpful for other corporate companies to use similar grammatical patterns to develop mission and vision statements.

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Jha, Sumi, and Som Sekhar Bhattacharyya. "Shraddhanand Mahila Ashram: a quest for a future filled with dreams." Emerald Emerging Markets Case Studies 2, no. 4 (October 19, 2012): 1–10. http://dx.doi.org/10.1108/20450621211256238.

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Subject area Mission and vision for strategic management of non governmental organizations. Study level/applicability This case can be used for strategic management course (with a focus on vision and mission), particularly for the management of non governmental organizations (NGOs) (with a focus on discovering and defining directions). Case overview Shraddhanand Mahila Ashram completed 83 years of its existence in 2011. Sharadhanand Mahila Ashram has been managed by the Hindu women's welfare society. The organization for the last eight decades has been caring for destitute women, orphans up to six years old, and caring for girls till they reached 18 years of age. The Ashram has also been taking care of mentally and physically challenged orphans. The Ashram over the years changed its policies and practices to be in tune with the social requirements in the changing environment. Up to the close of the first decade of the 21st century the Ashram had been providing traditional training to the young ladies and then subsequently would marry them. In the last two decades beginning 1991, because of the economic development of India and the economic integration of India with the West, cultural changes had transpired in Indian society. Women in general have been becoming more empowered and economically independent. Given this context the committee members of the Ashram were contemplating on the future guidance to the girls of the Ashram for making them empowered and independent individuals. This would shift the established policies and practices of the Ashram and lead to a new vision. Expected learning outcomes The case would help students to reflect on the significance of mission and vision statement of an NGO. The case would further help students to understand the day to day working practices of an NGO as derived from mission and mission statements. The students will be able to comprehend the need for review and change in mission and vision statements. The students will also be able to understand how mission and vision statements aligned to the organizational practices and policies impact at ground zero and above. Supplementary materials Teaching notes are available.

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Lin, Quan, Yingchang Huang, Ruojin Zhu, and Yue Zhang. "Comparative Analysis of Mission Statements of Chinese and American Fortune 500 Companies: A Study from the Perspective of Linguistics." Sustainability 11, no. 18 (September 8, 2019): 4905. http://dx.doi.org/10.3390/su11184905.

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A mission statement is an important instrument for strategic management for an enterprise. How to establish a mission statement and how to leverage its roles in conveying the vision of and leading the long-term and sustainable growth of the enterprise are critical in strategic planning for enterprises. The current study adopted a corpus analysis method and built a corpus of mission statements by selecting the mission statements of 100 companies each from Chinese and American companies in the 2017 Fortune 500 companies. Through the analysis of high-frequency words obtained from the corpus based on the appraisal system approach from Systemic Functional Linguistics (SFL), we attempted to identify the characteristics discerning the mission statements of Chinese and American companies. Our results showed that (1) the distribution patterns of evaluation resource words of Chinese and American companies are similar; (2) Chinese companies highlight innovation, society and development of the enterprise, while American companies emphasize customers and product or service; (3) both Chinese and American enterprises highly concern survival, philosophy and public image; (4) American companies pay more attention to stakeholders, especially primary social stakeholders, while Chinese companies’ attention is inclined to secondary social stakeholders. It is concluded that the mission statements of Chinese companies are society oriented and emphasize the social roles of an organization, showing a corporate pertinence to a lesser extent, while American companies’ mission statements pay more attention to customers and partner relationships, which can be seen as the American companies’ market and individual orientation.

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Zuanetti, Giulio, Francesca Giorgia Colombo, and Carlotta Galeone. "Words for pharma: a quantitative and qualitative analysis on vision, mission and values of multinational pharma companies." AboutOpen 7, no. 1 (April 30, 2020): 9–15. http://dx.doi.org/10.33393/abtpn.2020.2104.

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Introduction: Pharma companies deal with the same important challenges that humans face: to grow and stay healthy. The crucial role of pharma companies in preserving health would suggest that they might rank highly in the reputation indexes. However, this does not seem to be the case. Our aim was to collect, cluster and analyse the words used by pharma companies in their mission, vision and value statements as a base to identify areas of improvement in their corporate communication. Methods: A total of 97 multinational pharma companies were selected based on their size and presence within major markets. Mission, vision and company values were captured from company websites and analysed. Word clouds were built to analyse the frequency of words in the statement. The influence of company size and location was also analysed. Results: Most companies (90.7%) have a mission and 54.6% have a clearly stated vision statement, 71.4% mention values. “Life/lives” “patients”, “innovative”, “people/persons” are the most frequently used words. “Innovation” and “integrity” are by far the most common values, followed by “respect”, “ethics”, “responsibility” and “passion”. References to healthcare professionals, access to treatment and sustainability, open science, transparency and care for the environment are more scanty. Conclusions: Most, but not all, pharma companies provide comprehensive statements focussing mostly on the innovation and its impact on patients. Topics such as role of health care professionals, economic sustainability and care for the environment are rarely listed. An in-depth analysis of their alignment with key needs and trending topics is warranted to further engage customers and build reputation and value.

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Eryılmaz, Mehmet Eymen. "Pathos Rhetoric in Vision Statements of Organizations: Findings from Turkey." Procedia - Social and Behavioral Sciences 150 (September 2014): 291–99. http://dx.doi.org/10.1016/j.sbspro.2014.09.063.

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Brabet, Julienne, and Mary Klemm. "Sharing the vision: Company mission statements in Britain and France." Long Range Planning 27, no. 1 (February 1994): 84–94. http://dx.doi.org/10.1016/0024-6301(94)90009-4.

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Abelman, Robert. "Reviewing and Revising the Institutional Vision of U.S. Higher Education." Review of Communication Research 2 (2014): 30–67. http://dx.doi.org/10.12840/issn.2255-4165.2014.02.01.002.

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This article reviews the literature on the institutional vision of higher education in the United States – that is, the philosophical template through which colleges and universities define and communicate the kinds of human beings they are attempting to cultivate. Key linguistic components found to constitute a well conceived, viable, and easily diffused institutional vision are identified and significant issues, controversies and problems associated with these guiding, governing, and self-promotional mission and vision statements are examined. Particular attention is given to those types of schools recognized in the literature as the most maligned in the academic community or misrepresented in the popular press. A comparative analysis revisits the data of a subset of these investigations with the intention of generating greater insight into the institutional vision of higher education and offering a prescription for how these statements can better serve their institutions.

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Mosser, Carl. "Recovering the Reformation’s Ecumenical Vision of Redemption as Deification and Beatific Vision." Perichoresis 18, no. 1 (March 1, 2020): 3–24. http://dx.doi.org/10.2478/perc-2020-0001.

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AbstractThe beatific vision is widely perceived as a Roman Catholic doctrine. Many continue to view deification as a distinctively Eastern Orthodox doctrine incompatible with the Western theological tradition, especially its Protestant expressions. This essay will demonstrate that several Reformers of the first and second generation promoted a vision of redemption that culminates with deification and beatific vision. They affirmed these concepts without apology in confessional statements, dogmatic works, biblical commentaries, and polemical treatises. Attention will focus on figures in the Reformed tradition though one could produce similar surveys for the Lutheran and Anglican branches of the Reformation as well. John Calvin will receive extended treatment because some scholars dispute whether he affirmed deification. This essay presents important evidence thus far overlooked which should settle the question.

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Hussain, Talib, Dake Wang, and Sajjad Ali. "Competition among BRICS Companies for Cleaner Production Strategies." Journal of Business Strategies 12, no. 2 (February 29, 2020): 109–24. http://dx.doi.org/10.29270/jbs.12.2(2018).092.

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Cleaner production is a universally defined policy ascertained by of the United Nations for countries worldwide. Multinational companies diligently emphasize the cleaner production strategy while setting their organizational goals. Keeping in view the importance of cleaner production in the world; this study investigates the vision and mission statements of selective multinational companies working in the BRICS countries. Top five multinational companies from each BRICS country; listed in the stock exchanges were taken and their vision and mission statements were analyzed via content analysis methods. The results of the study indicated that the Russian multinational companies were found to be most focused on the cleaner production strategies in their vision and mission statements. Moreover, the results reveal that the South African companies gave the least attention to the cleaner production as compared to other BRICS countries. This study opened the door for future studies and suggested the researchers to investigate more ineptly while focusing more countries and to expand the topic to know the universal implementation of cleaner production policies.

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Alpaslan Danisman, Sumeyra, and Ayse Kocabacak. "What is The Envisioned Future of Azerbaijan Companies? The Case of Chamber of Commerce and Industry." Khazar Journal of Humanities and Social Sciences 17, no. 4 (December 2014): 29–42. http://dx.doi.org/10.5782/2223-2621.2014.17.4.29.

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Central Asian Countries which are in transition movement are converting from a centrally planned economy to free markets. The mentioned transition from communism to capitalism causes the economies to remove trade barriers, to support private business and entrepreneurs. Azerbaijan has become one of the rapidly developing economies after gaining independence in 1991. The transformation of Azerbaijan has attracted the interest of investors and caused high economic growth in the last decade. The current condition in Azerbaijan draws the attention of the researcher to investigate the vision of companies in Azerbaijan. The objective of the research is to explore the main dynamics of the envisioned future of these companies. This study is structured as a qualitative research. The sample consists of 141 members of Azerbaijan Republic Chamber of Commerce and Industry as a case of Azerbaijan. The vision statements of the companies have been reached from their official websites and investigated with content analyzing method. According to the results of the research, only 27 of 141 companies have provided clearly-identified vision statements and these statements indicate modern managerial issues such as development/improvement, international/global, values, responsibility, quality, strategy, team-orientation, innovation-creativeness and competition.

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Ahmad, Naveed Nawaz, and Farzana Masroor. "The Study of Generic Patterns of Mission and Vision Statements of the Universities." Liberal Arts and Social Sciences International Journal (LASSIJ) 4, no. 2 (December 21, 2020): 159–78. http://dx.doi.org/10.47264/idea.lassij/4.2.13.

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Due to the significance of mission and vision statements (MS and VS) in academia across the world, this study aims at analysing generic patterns of MS and VS of universities from four different countries: two belonging to the native users of English language (UK and US) and the other two from non-native contexts (Pakistan and India). The purpose of the study is to investigate the rhetorical patterns in vision and mission statements to uncover structures used to establish universities’ global outreach and competitiveness in research and teaching. The data was collected from university websites and analysed through genre-based approach of Move Analysis introduced by Swales (2004) and applied on promotional genres by Bhatia (2004). The overall rhetorical structures of vision and Mission statements comprised of three moves with each move realized through further steps. The findings revealed that text of MS and VS provides the information about the university with an intended purpose of attracting the students by declaring the values, aims, obligations and strategic plans alongside establishing the aspects of global outreach and status in education and research as well as enriching the society and facilitating the individuals with the provision of best resources.

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Whitley, Tony. "The Power of Language in Defining and Developing Teams." Christian Education Journal: Research on Educational Ministry 15, no. 1 (April 2018): 21–31. http://dx.doi.org/10.1177/0739891318760022.

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Christian leadership resources focus on the alignment of individual efforts toward shared goals, attempting to capitalize on the proven benefits of “team” performance. Research in social psychology highlights the emotional impact of language in the crafting of mission and vision statements, which could lead to the success or failure of alignment efforts. This article assimilates research from social psychologists with existing team and organizational theory and distills the principles into usable material for church leadership. The review and assimilation of new data validate the known values of “team,” while offering insight into the development of goals and the crafting of vision and mission statements.

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Min, Jin and Min, Naon. "A Content Structure Analysis on the Vision Statements of Korean Organizations." Korean Review of Organizational Studies 12, no. 4 (January 2016): 127–52. http://dx.doi.org/10.21484/kros.2016.12.4.127.

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Moghal, N. "Mission, vision, and values statements in healthcare: what are they for?" BMJ 344, jun25 1 (June 25, 2012): e4331-e4331. http://dx.doi.org/10.1136/bmj.e4331.

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Broome, Benjamin J. "Collective Design of the Future: Structural Analysis of Tribal Vision Statements." American Indian Quarterly 19, no. 2 (1995): 205. http://dx.doi.org/10.2307/1185168.

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Hotelling, Barbara A. "Integrating Lamaze International's Vision and Mission Statements in Childbirth Education Classes." Journal of Perinatal Education 13, no. 1 (2004): 6–8. http://dx.doi.org/10.1624/105812404826414.

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Kaiser, Justin T., L. Penny Rosenblum, and Tina S. Herzberg. "Building Consensus about the Functional Vision Assessment Process: A Delphi Study." Journal of Visual Impairment & Blindness 114, no. 6 (November 2020): 461–74. http://dx.doi.org/10.1177/0145482x20971937.

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Introduction: Within the field of visual impairment, there is no set of standards that guide teachers of students with visual impairments as they conduct, report, and share functional vision assessment (FVA) results with other educational team members, and university instructors vary in how they teach the assessment process to preservice teachers. Methods: In parallel, a group of teachers of students with visual impairments and a group of university instructors completed three rounds of a Delphi study. After providing background information in Round 1, they rated 84 statements about the FVA process. The level for consensus was set at 80%. Results: Of the 84 statements, consensus was reached for 45 statements regarding the level of importance by both groups. Participants rated 11 of 22 visual skills (e.g., near acuity, distance acuity) as extremely important to include in the FVA process. Discussion: There continues to be a need to build consensus on when FVAs should be conducted, what visual skills should be included when conducting them, what should be included in reports, and with whom assessment information should be shared. The importance of conducting such assessments for all students, including students under the age of 5 years and those with additional disabilities, needs to be recognized by the field of visual impairment. Implications for practitioners: University personnel need to work together to develop consistent curricula that focuses on the FVA process. Future studies that examine the FVA practices of individual teachers are necessary.

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Dobrinić, Dunja, and Robert Fabac. "Familiarity with Mission and Vision: Impact on Organizational Commitment and Job Satisfaction." Business Systems Research Journal 12, no. 1 (May 1, 2021): 124–43. http://dx.doi.org/10.2478/bsrj-2021-0009.

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Abstract Background: The relationship between organizational mission and vision statements, organizational commitment, and job satisfaction has been discussed vastly in previous research, both in the domain of public sector organizations and in profit organizations. Objectives: The goal is to investigate if there are differences in organizational commitment and job satisfaction between employees who are familiar with the mission and vision of their organization, compared to those who are not familiar with them. Methods/Approach: A survey research has been conducted on a sample of 114 employees in private and public sector organizations in the Republic of Croatia. Data were analysed using a t-test to determine the differences between two groups of respondents, i.e. those who are familiar with the visions and mission of their organisation, and those who are not. Results: There are differences in job satisfaction levels between employees who are familiar with the mission and vision of the organization in which they are employed and those who are not. Furthermore, differences are particularly evident in the group of public sector employees. Conclusions: The presence of awareness of the organizational mission and vision among employees has a positive effect on their job satisfaction. This is possibly an indicator of the organization’s culture, which fosters positive values embedded in the organizational vision and mission.

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Chernyavskaya, Valeria, and Olga Kamshilova. "What Russian University Stands for: Analyzing Socially Embedded Vision and Values." Zeitschrift für Slawistik 66, no. 3 (August 1, 2021): 491–506. http://dx.doi.org/10.1515/slaw-2021-0020.

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Summary The present investigation is a response to the discourse analytical methodology expanded by corpus linguistic techniques. Within a discursive approach the university’s identity is seen as existing in and being constructed through discourse. The research interest is in how ideology and the obligation models set by the state construct the university’s self-image and university-based research as its core mission. The study is generally consistent with current trends in social constructivism where identity is considered as the process of identity construction rather than a rigid category. It is presumed that key factors are developed within a definite socio-cultural practice, which then shape the concept of collective identity. Detecting and analyzing such factors on the basis of Russian realities and modern Russian university is becoming a new research objective. The focus of the given article is on how certain values can be foregrounded in texts representing university strategies to the public. The research employs corpus linguistic methods in discourse analysis. The organization of the paper is as follows. First, it outlines the socio-political context in which the transformation of academic values and organizational principles of Russian national universities are embedded. Second, it discusses corpus findings obtained from an original research corpus which includes mission statements posted on the websites of Russian national research and federal universities. Conclusions concerning the university mission statements reflect ongoing transformations of the universities’ role in the society. The rhetoric of the statements is declarative and foregrounding new values. The linguistic data analysis shows their socially constructive nature as they build a framework for currently relevant uniformed ideas and concepts.

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Orhan, Gamze, Dilek Erdoğan, and Vildan Durmaz. "Adopting Mission and Vision Statements by Employees: The Case of TAV Airports." Procedia - Social and Behavioral Sciences 150 (September 2014): 251–62. http://dx.doi.org/10.1016/j.sbspro.2014.09.051.

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Bialik, Gadi, and Ortal Merhav. "Identity or Identical? Schools Vision Statements Comparative Content Analysis: The Israeli Case." Leadership and Policy in Schools 19, no. 3 (March 21, 2019): 444–61. http://dx.doi.org/10.1080/15700763.2019.1585549.

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Chun, R., and G. Davies. "E-reputation: The role of mission and vision statements in positioning strategy." Journal of Brand Management 8, no. 4 (May 2001): 315–33. http://dx.doi.org/10.1057/palgrave.bm.2540031.

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Brownell, Sara E., Scott Freeman, Mary Pat Wenderoth, and Alison J. Crowe. "BioCore Guide: A Tool for Interpreting the Core Concepts of Vision and Change for Biology Majors." CBE—Life Sciences Education 13, no. 2 (June 2014): 200–211. http://dx.doi.org/10.1187/cbe.13-12-0233.

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Vision and Change in Undergraduate Biology Education outlined five core concepts intended to guide undergraduate biology education: 1) evolution; 2) structure and function; 3) information flow, exchange, and storage; 4) pathways and transformations of energy and matter; and 5) systems. We have taken these general recommendations and created a Vision and Change BioCore Guide—a set of general principles and specific statements that expand upon the core concepts, creating a framework that biology departments can use to align with the goals of Vision and Change. We used a grassroots approach to generate the BioCore Guide, beginning with faculty ideas as the basis for an iterative process that incorporated feedback from more than 240 biologists and biology educators at a diverse range of academic institutions throughout the United States. The final validation step in this process demonstrated strong national consensus, with more than 90% of respondents agreeing with the importance and scientific accuracy of the statements. It is our hope that the BioCore Guide will serve as an agent of change for biology departments as we move toward transforming undergraduate biology education.

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Roy, Archie W. N., and Gilbert F. MacKay. "Self-Perception and Locus of Control in Visually Impaired College Students with Different Types of Vision Loss." Journal of Visual Impairment & Blindness 96, no. 4 (April 2002): 254–66. http://dx.doi.org/10.1177/0145482x0209600407.

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This study used the Twenty Statements Test (TST), a locus of control test, and open-ended questions to elicit responses from 16 college students who were blind or had low vision. A generally positive view of self emerged, but negative TST responses focusing on disability also occurred and sometimes were associated with deteriorating vision loss and recency of onset. Locus-of-control responses were highly external across the group.

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Yilmaz, Sevdiye E., and Emine Cetinel. "Ethics Projections in Vision and Mission: Fortune 500 the Case of Turkey." International Business Research 9, no. 5 (March 16, 2016): 25. http://dx.doi.org/10.5539/ibr.v9n5p25.

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Strong ethical climate at all levels is a necessity for any community to function in a healthy matter. This requirement has a far greater importance for the business world because it creates a favorable ground for ethics violations. In this context, in what extent ethical principles find a place in the business strategies of the company and the market is a question to be answered. Thus, with the thought to provide a perspective on the role of ethics in business strategy, large enterprises operating in Turkey have been investigated about how much ethical statements are used in the vision and mission expressions in this study. For the purpose of the research, vision and mission statements of top 100 companies in Fortune 500 Turkey List that announced on 2014 Fortune Turkey magazine have been investigated by using the content analysis method. The findings were discussed in the framework of the research objectives.

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Journal articles on the topic 'Vision statements'

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