Nokia Mission Statement
Table of Contents
Page 3 Mission Statement
Page 3 Vision v Mission
Page 4 Management Implications
Page 4&5 Nokia’s mission/vision statement analysis
Page 6 Appendix
Page 7 Nokia Mission/Vision Statement
Page 8 References
Mission Statement
As a formal written document intended to capture an organization’s unique and enduring purpose, practices, and core values, the mission statement is considered to be the cornerstone of every organization and the starting point of every strategic management initiative [1]. A well crafted mission statement has been attributed the power
(a) To guide and focus decision making,
(b) To create a balance between the competing interest of various stakeholders, and
(c) To motivate and inspire organizational members [2] However, mission statements do not often appear to deliver the promised benefits [3]. In reality, mission statements are often unreadable and uninspiring, and articulate high sounding values that are unrealistic or are not aligned with day-to-day organizational behaviour [1] .
In fact, a consistent theme running through the mission statement literature is an acknowledged wide spread failure in their implementation [4].Previous mission statement research focused primarily on the content of mission statements and/or on the managers perception of the mission statement. Meanwhile the mission statement perception of individual organizational members received little attention.
Vision vs. Mission
We can 't really begin the discussion of the Vision Statement and the Mission Statement
Page 3 Mission Statement
Page 3 Vision v Mission
Page 4 Management Implications
Page 4&5 Nokia’s mission/vision statement analysis
Page 6 Appendix
Page 7 Nokia Mission/Vision Statement
Page 8 References
Mission Statement
As a formal written document intended to capture an organization’s unique and enduring purpose, practices, and core values, the mission statement is considered to be the cornerstone of every organization and the starting point of every strategic management initiative [1]. A well crafted mission statement has been attributed the power
(a) To guide and focus decision making,
(b) To create a balance between the competing interest of various stakeholders, and
(c) To motivate and inspire organizational members [2] However, mission statements do not often appear to deliver the promised benefits [3]. In reality, mission statements are often unreadable and uninspiring, and articulate high sounding values that are unrealistic or are not aligned with day-to-day organizational behaviour [1] .
In fact, a consistent theme running through the mission statement literature is an acknowledged wide spread failure in their implementation [4].Previous mission statement research focused primarily on the content of mission statements and/or on the managers perception of the mission statement. Meanwhile the mission statement perception of individual organizational members received little attention.
Vision vs. Mission
We can 't really begin the discussion of the Vision Statement and the Mission Statement
References: Bart, C.K., Hupfer, M., 2004. Mission statements in Canadian Hospitals. Journal of Health Organization Management 18 (2/3), 92-110 Bart, C., Tabone, J., 2000. Mission statements in Canadian not-for-profit hospitals: Does process matter? Health Care Management Review 25 (2), 45-53 Piercy, N.F., Morgan, N.A., 1994. Mission analysis: an operational approach. Journal of General Management 19 (3), 1-19. Fairhurst, G., Jordan, J., 1997. Why are we here? Managing the meaning of an organizational mission statement. Journal of Applied Communication Research 25 (4), 243-264. Smidts, A., Pruyn, A.T.H., Van Riel, C.B.M., 2001. The impact of employee communication and perceived external prestige on organizational identification. Academy of Management Journal 49 (5), 1051-1062. Stevens, J.M., Steensma, K.H., Harrison, D.A., Cochran, P.L., 2005. Symbolic or substantive document? The influence of ethics codes on financial executives ' decisions