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Article
Publication date: 6 May 2014

Katarina Babnik, Kristijan Breznik, Valerij Dermol and Nada Trunk Širca

The purpose of this paper is to contribute to the understanding of mission statement contents and its function in guiding employee's behaviour from the organisational culture (OC…

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Abstract

Purpose

The purpose of this paper is to contribute to the understanding of mission statement contents and its function in guiding employee's behaviour from the organisational culture (OC) perspective.

Design/methodology/approach

The research is based on a mixed method approach. The quantitative content analysis of mission statements was performed on a sample of 222 Slovenian companies. Mission statement's keywords were analysed with exploratory factor analysis. Advanced network analytic approaches such as PathFinder algorithm were utilised to obtain better understanding of interrelatedness of underlying mission components. Three interviews with the top managers were performed as well.

Findings

The mission statement content analysis identified five associated organisations’ orientations: concern for stakeholders, orientation towards stability, orientation towards cooperation and innovation, and development and growth. The interviews confirm missions’ role in communicating the espoused or declared OC, although different approaches to achieve employees’ commitment to the organisation's mission can be identified in regard to the size of the organisation.

Originality/value

The cultural approach to the analysis of mission statements confirms that the mission statements incorporate basic contents of OC. The methodology applied gives new possibilities in the research of OC perspective of strategic statements.

Details

Industrial Management & Data Systems, vol. 114 no. 4
Type: Research Article
ISSN: 0263-5577

Keywords

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Article
Publication date: 5 April 2013

Valerij Dermol and Tomaž Čater

The study aims to contribute to the training‐related literature by investigating the relationship between training and training transfer factors and company‐level training…

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Abstract

Purpose

The study aims to contribute to the training‐related literature by investigating the relationship between training and training transfer factors and company‐level training outcomes, and the relationship between the latter and company performance.

Design/methodology/approach

The authors propose and test a model linking constructs related to training (the volume and quality of training, supervisor support, peer support, and organisational incentives), constructs related to company‐level training outcomes (the acquisition and interpretation of information, and cognitive and behavioural changes) and company performance. In the empirical analysis the authors use structural equation modelling based on a sample of 247 service companies.

Findings

The study confirms a strong relationship between supervisor support and the volume and quality of training as well as between supervisor support and organisational incentives for training transfer. Organisational incentives are directly related to both studied company‐level training outcomes, i.e. the acquisition and interpretation of information, and cognitive and behavioural changes. In addition, they are also indirectly related to company performance through encouraging cognitive and behavioural changes. The volume and quality of training are related only to the acquisition and interpretation of information, while no direct relationship with company performance was found.

Research limitations/implications

The study sends an important message to CEOs and HR managers showing them that companies should focus not only on the volume and quality of training but also on important training‐transfer‐related factors.

Originality/value

The study complements previous studies dealing with the relationship between training and performance by clearly distinguishing between training and training transfer factors, and by studying their combined relationship with company‐level training outcomes and, through that, with company performance. The links in the model are addressed in a way that has not yet been used in existing literature.

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Article
Publication date: 1 February 2016

24

Abstract

Details

Personnel Review, vol. 45 no. 1
Type: Research Article
ISSN: 0048-3486

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Article
Publication date: 6 February 2017

319

Abstract

Details

Personnel Review, vol. 46 no. 1
Type: Research Article
ISSN: 0048-3486

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