Mission statements and performance in non-profit organisations

Abstract

Purpose

This study aims to explore the relationship between mission statements and organisational performance in non-profit organisations. It also examines the role of organisational commitment in moderating that relationship.

Design/methodology/approach

Invitations were sent to a network of non-profit organisations inviting them to complete an online survey. Usable responses were obtained from 117 respondents from 30 countries. Hierarchical regression was used to test the hypotheses.

Findings

The findings suggest that mission statements have a significant positive relationship with organisational performance. Also, organisational commitment, particularly affective commitment, moderates the relationship between mission statements and organisational performance.

Research limitations/implications

The results confirm that the relationship between mission statements and organisational performance is complex. The study of intervening variables is a worthwhile program of research.

Practical implications

The findings suggest that non-profit organisations can improve performance by communicating their mission and building emotional commitment to their cause.

Originality/value

This is one of the first studies to examine the role of organisational commitment in influencing the relationship between mission statements and performance. This study contributes to our understanding of the impact of mission statements on performance in non-profit organisations.

Citation

Patel, B.S., Booker, L.D., Ramos, H.M. and Bart, C. (2015), "Mission statements and performance in non-profit organisations", Corporate Governance, Vol. 15 No. 5, pp. 759-774. https://doi.org/10.1108/CG-07-2015-0098