Nonprofit mission statement focus and financial performance

Nonprofit Management and Leadership

Volumn 20, Issue 4, 2010, Pages 473-490

  Kirk, Gary ^a   Beth Nolan, Shabnam ^b  

^a JAMES MADISON UNIVERSITY   (United States)

^b Voices for Vermont s Children   (United States)

Author keywords

[No Author keywords available]

Indexed keywords

EID: 84863137794     PISSN: 10486682     EISSN: 15427854     Source Type: Journal    
DOI: 10.1002/nml.20006     Document Type: Article

References (52)

1. Allison, M., and Kaye, J., Strategic Planning for Nonprofit Organizations: A Practical Guide and Workbook.New York: Wiley, 1997.
2. Alwitt, L., “Perceptions of the Worthiness of a Fund-Raising Organization: An Exploratory Study.“Journal of Nonprofit and Public Sector Marketing, 1994, 4, 27-43.
3. Anheier, H., Nonprofit Organizations: Theory, Management, Policy.New York: Routledge, 2005.
4. Anspach, R., “Everyday Methods for Assessing Organizational Effectiveness.“Social Problems, 1991, 38(1), 1-19.
5. Arumi, A. M., Wooden, R., and Johnson, J., “The Charitable Impulse: Those Who Give to Charities-and Those Who Run Them-Talk About What’s Needed to Keep the Public Trust.“New York: Public Agenda, 2005. Retrieved Apr. 13, 2009, from www.publicagenda.org/research/pdfs/charitable_impulse.pdf.
6. Balser, D., and McClusky, J., “Managing Stakeholder Relationships and Nonprofit Organization Effectiveness.“Nonprofit Management and Leadership, 2005, 15(3), 295-315.
7. Bart, C., “A Comparative Analysis of Mission Statement Content in Secular and Faith-Based Hospitals.“Journal of Intellectual Capital, 2007, 8(4), 682-694.
8. Bart, C., and Baetz, M., “The Relationship Between Mission Statements and Firm Performance: An Exploratory Study.“Journal of Management Studies, 1998, 36(6), 823-853.
9. Bart, C., and Hupfer, M., “Mission Statements in Canadian Hospitals.“Journal of Health Organization and Management, 2004, 18(2), 92-110.
10. Black, J., Hinrichs, K., and Fabian, F., “Fractals of Strategic Coherence in a Successful Nonprofit Organization.“Nonprofit Management and Leadership, 2007, 17(4), 421-441.
11. Bordt, R., The Structure of Women’s Nonprofit Organizations.Indianapolis: Indiana University Press, 1997.
12. Bowman, W., “Should Donors Care About Overhead Costs? Do They Care?“Nonprofit and Voluntary Sector Quarterly, 2006, 35, 288-310.
13. Brown, W., and Iverson, J., “Exploring Strategy and Board Structure in Nonprofit Organizations.“Nonprofit and Voluntary Sector Quarterly, 2004, 33(3), 377-400.
14. Brown, W., and Yoshioka, C., “Mission Attachment and Satisfaction as Factors in Employee Retention.“Nonprofit Management and Leadership, 2003, 14(2), 5-18.
15. Brown, W., Yoshioka, C., and Munoz, P., “Organizational Mission as a Core Dimension in Employee Retention.“Journal of Park and Recreation Administration, 2004, 22(2), 27-42.
16. Bryson, J., Strategic Planning for Public and Nonprofit Organizations: A Guide to Strengthening and Sustaining Organizational Achievement.San Francisco: Jossey-Bass, 1995.
17. Campagna, C., and Fernández, T., “A Comparative Analysis of the Vision and Mission Statements of International Environmental Organizations.“Environmental Values, 2007, 16(3), 369-398.
18. Campbell, A., “The Power of Mission: Aligning Strategy and Culture.“Planning Review, 1993, 20, 10-13.
19. Campbell, A., and Yeung, S., “Creating a Sense of Mission.“Long Range Planning, 1991, 24(4), 10-20.
20. Chun, Y. H., and Rainey, H. G., “Goal Ambiguity in U.S. Federal Agencies.“Journal of Public Administration Research and Theory, 2005, 15, 1-30.
21. Crott, J., Dickson, D., and Ford, R., “Aligning Organizational Processes with Mission: The Case of Service Excellence.“Academy of Management Executive, 2005, 19(3), 54-68.
22. DiMaggio, P., and Powell, W., “The Iron Cage Revisited: Institutional Isomorphism and Collective Rationality in Organizational Fields.“American Sociological Review, 1983, 48, 147-160.
23. Drucker, P., “What Results Should You Expect? A User’s Guide to MBO.“Public Administration Review, 1976, 36, 12-19.
24. Drucker, P., Managing the Nonprofit Organization.New York: HarperCollins, 1990.
25. Frumkin, P., and Kim, M., “Strategic Positioning and the Funding of Nonprofit Organizations.“Public Administration Review, 2001, 61(3), 266-275.
26. Hankinson, P., “The Impact of Brand Orientation on Managerial Practice: A Quantitative Study of the UK’s Top 500 Fundraising Managers.“International Journal of Nonprofit and Voluntary Sector Marketing, 2002, 7(1), 30-44.
27. Herman, R., and Heimovics, R., “A Cross-National Study of a Method for Researching Nonprofit Organisational Effectiveness.“Voluntas, 1994, 5(1), 86-100.
28. Herman, R., and Renz, D., “Multiple Constituencies and the Social Construction of Nonprofit Organization Effectiveness.“Nonprofit and Voluntary Sector Quarterly, 1997, 26, 185-206.
29. Herman, R., and Renz, D., “Thesis on Nonprofit Organizational Effectiveness.“Nonprofit and Voluntary Sector Quarterly, 1999, 28, 107-125.
30. Herman, R., and Renz, D., “Advancing Nonprofit Organizational Effectiveness Research and Theory: Nine Theses.“Nonprofit Management and Leadership, 2008, 18(4), 399-415.
31. Ihrke, D., “Mission Change in a Federal Agency and Its Link to Employee Transfer Preferences.“American Review of Public Administration, 2004, 34(2), 181-198.
32. Internal Revenue Service (IRS). “Good Governance Guidelines.” 2008. Retrieved Feb. 14, 2008, from http://www.irs.gov/pub/irs-tege/good_governance_practices.pdf
33. Ireland, R., and Hitt, M., “Mission Statements: Importance, Challenge, and Recommendations for Development.“Business Horizons, 1992, 35(3), 34-43.
34. Kang, S., and Norton, H., “Nonprofit Organizations’ Use of the World Wide Web: Are They Sufficiently Fulfilling Organizational Goals?“Public Relations Review, 2004, 30(3), 279-284.
35. Kearns, K., Managing for Accountability: Preserving the Public Trust in Nonprofit Organizations.San Francisco: Jossey-Bass, 1996.
36. Keating, E., and Frumkin, P., “Reengineering Nonprofit Financial Accountability: Toward a More Reliable Foundation for Regulation.“Public Administration Review, 2003, 63(1), 3-15.
37. Kim, S., and Lee, J., “Is Mission Attachment an Effective Management Tool for Employee Retention? An Empirical Analysis of a Nonprofit Human Services Agency.“Review of Public Personnel Administration, 2007, 27(3), 227-248.
38. Krug, K., and Weinberg, C. B., “Mission, Money and Merit: Strategic Decision Making by Nonprofit Managers.“Nonprofit Management and Leadership, 2004, 14(3), 325-342.
39. McDonald, R., “An Investigation of Innovation in Nonprofit Organizations: The Role of Organizational Mission.“Nonprofit and Voluntary Sector Quarterly, 2007, 36(2), 256-281.
40. Martin, P., “Rethinking Feminist Organizations.“Gender and Society, 1990, 4(2), 182-206.
41. Moore, M., “Managing for Value: Organizational Strategy in For-Profit, Nonprofit, and Governmental Organizations.“Nonprofit and Voluntary Sector Quarterly, 2000, 29, 183-204.
42. Morphew, C., and Hartley, M., “Mission Statements: A Thematic Analysis of Rhetoric Across Institutional Type.“Journal of Higher Education, 2006, 77(3), 456-471.
43. Ospina, S., Diaz, W., and O’Sullivan, J. F., “Negotiating Accountability: Managerial Lessons from Identity-Based Nonprofit Organizations.“Nonprofit and Voluntary Sector Quarterly, 2002, 31, 5-31.
44. Oster, S., Strategic Management for Nonprofit Organizations: Theory and Cases.New York: Oxford University Press, 1995.
45. Phills, J., Integrating Mission and Strategy for Non-Profit Organizations.New York: Oxford University Press, 2005.
46. Riger, S., “Challenges of Success: Stages of Growth in Feminist Organizations.“Feminist Studies, 1994, 20, 275-300.
47. Sowa, J., Selden, S., and Sandfort, J., “No Longer Unmeasurable? A Multidimensional Integrated Model of Nonprofit Organizational Effectiveness.“Nonprofit and Voluntary Sector Quarterly, 2004, 33, 711-730.
48. Stone, M., and Brush, C., “Planning in Ambiguous Contexts: The Dilemma of Meeting Needs for Commitment and Demands for Legitimacy.“Strategic Management Journal, 1996, 17, 633-652.
49. Stone, R., “Mission Statements Revisited.“SAM Advanced Management Journal, 1996, 61(1), 31-37.
50. van Iwaarden, J., van der Wiele, T., Williams, R., and Moxham, C., “Charities: How Important Is Performance to Donors?“International Journal of Quality and Reliability Management, 2009, 26(1), 5-22.
51. Weiss, J., and Piderit, S., “The Value of Mission Statements in Public Agencies.“Journal of Public Administration Research and Theory, 1999, 9(2), 193-223.
52. Zammuto, R., “A Comparison of Multiple Constituency Models of Organizational Effectiveness.“Academy of Management Review, 1984, 9(4), 606-616.