Article
Operationalising vision and mission
Journal of the Australian and New Zealand Academy of Management
  • Steven NJ French , Southern Cross University
  • Stephen J Kelly , Southern Cross University
  • Jennifer L Harrison , Southern Cross University
Document Type
Article
Publication Date
1-1-2001
Peer Reviewed
Peer-Reviewed
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.

Citation Information

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.