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Operationalising vision and mission

Steven NJ French, Southern Cross University
Stephen J. Kelly, Southern Cross University
Jennifer L. Harrison, Southern Cross University

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.

Suggested Citation

French, SNJ, Kelly, SJ & Harrison, JL 2001, ‘Operationalising vision and mission,’ Journal of the Australian and New Zealand Academy of Management, vol. 7, no. 2, pp. 30-40.

Publisher's version of article available at http://www.atypon-link.com/EMP/doi/abs/10.5555/jmo.2001.7.2.30

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