{"status":"ok","message-type":"work","message-version":"1.0.0","message":{"indexed":{"date-parts":[[2025,11,21]],"date-time":"2025-11-21T17:51:20Z","timestamp":1763747480594,"version":"3.41.2"},"reference-count":50,"publisher":"Emerald","issue":"1","license":[{"start":{"date-parts":[[2016,2,1]],"date-time":"2016-02-01T00:00:00Z","timestamp":1454284800000},"content-version":"tdm","delay-in-days":0,"URL":"https:\/\/www.emerald.com\/insight\/site-policies"}],"content-domain":{"domain":[],"crossmark-restriction":false},"short-container-title":[],"published-print":{"date-parts":[[2016,2,1]]},"abstract":"<jats:sec><jats:title content-type=\"abstract-heading\">Purpose<\/jats:title><jats:p>\u2013 Many companies have a mission statement that they disseminate through corporate communication to stakeholders and particularly to employees. However, the communication action alone does not ensure that employees take true \u201cownership\u201d of the mission. Having a mission and internalizing that mission are quite different. The purpose of this paper is to provide a scale to assess the internalization of the mission (IM). Additionally, the authors explore the relationship between IM and organizational alignment.<\/jats:p><\/jats:sec><jats:sec><jats:title content-type=\"abstract-heading\">Design\/methodology\/approach<\/jats:title><jats:p>\u2013 Based on previous research on mission internalization, the authors test the conditions necessary for reaching true mission internalization. A first sample of 132 managers from two companies was used for an exploratory analysis: thereafter, a second universal sample of 400 people was used to confirm the scale. Structural Equation Modeling was used to analyze the dimensions deployed in the latent IM construct. This construct has been examined as a second-order factor. A multi-group analysis across these two companies provides nomological validation of the IM scale.<\/jats:p><\/jats:sec><jats:sec><jats:title content-type=\"abstract-heading\">Findings<\/jats:title><jats:p>\u2013 A scale of 18 items gathered under five dimensions is proposed. Accordingly, the findings are that IM comprises five dimensions: leadership, importance, knowledge, co-workers\u2019 engagement and implication. The five dimensions count equally for the IM.<\/jats:p><\/jats:sec><jats:sec><jats:title content-type=\"abstract-heading\">Practical implications<\/jats:title><jats:p>\u2013 This study provides a useful measure to assess the IM. To achieve a good degree of internalization across employees, the employees must feel that the mission is worthy of engagement and that it is aligned with their personal values.<\/jats:p><\/jats:sec><jats:sec><jats:title content-type=\"abstract-heading\">Originality\/value<\/jats:title><jats:p>\u2013 The paper addresses gaps in the current literature on mission statements regarding the effective implementation of the corporate mission. The results can serve as criteria for managers to obtain better IM for all employees.<\/jats:p><\/jats:sec>","DOI":"10.1108\/imds-04-2015-0144","type":"journal-article","created":{"date-parts":[[2016,1,7]],"date-time":"2016-01-07T07:49:43Z","timestamp":1452152983000},"page":"170-187","source":"Crossref","is-referenced-by-count":20,"title":["Assessing the internalization of the mission"],"prefix":"10.1108","volume":"116","author":[{"given":"Frederic","family":"Marimon","sequence":"first","affiliation":[]},{"given":"Marta","family":"Mas-Machuca","sequence":"additional","affiliation":[]},{"given":"Carlos","family":"Rey","sequence":"additional","affiliation":[]}],"member":"140","reference":[{"key":"key2020121804461393200_b1","unstructured":"Abrahams, J. (1999), The Mission Statement Book: 301 Corporate Mission Statements from America\u2019s Top Companies , Ten Speed Press, Berkeley, CA."},{"key":"key2020121804461393200_b2","doi-asserted-by":"crossref","unstructured":"Babnik, K. , Breznik, K. , Dermol, V. and Trunk \u0160irca, N. (2014), \u201cThe mission statement: organisational culture perspective\u201d, Industrial Management & Data Systems , Vol. 114 No. 4, pp. 612-627.","DOI":"10.1108\/IMDS-10-2013-0455"},{"key":"key2020121804461393200_b4","doi-asserted-by":"crossref","unstructured":"Bart, C. (1997), \u201cSex. lies and mission statements\u201d, Business Horizons , Vol. 40 No. 6, pp. 9-18.","DOI":"10.1016\/S0007-6813(97)90062-8"},{"key":"key2020121804461393200_b3","doi-asserted-by":"crossref","unstructured":"Bart, C. and Baetz, M. (1998), \u201cThe relationship between mission statements and firm performance: an exploratory study\u201d, Journal of Management Studies , Vol. 35 No. 6, pp. 823-853.","DOI":"10.1111\/1467-6486.00121"},{"key":"key2020121804461393200_b5","doi-asserted-by":"crossref","unstructured":"Bart, C.K. (2001), \u201cMeasuring the mission effect in human intellectual capital\u201d, Journal of Intellectual Capital , Vol. 2 No. 3, pp. 320-330.","DOI":"10.1108\/14691930110400146"},{"key":"key2020121804461393200_b6","doi-asserted-by":"crossref","unstructured":"Bart, C.K. , Bontis, N. and Taggar, S. (2001), \u201cA model of the impact of mission statements on firm performance\u201d, Management Decision , Vol. 39 No. 1, pp. 19-35.","DOI":"10.1108\/EUM0000000005404"},{"key":"key2020121804461393200_b7","doi-asserted-by":"crossref","unstructured":"Bartkus, B.R. and Glassman, M. (2008), \u201cDo firms practice what they preach? The relationship between mission statements and stakeholder management\u201d, Journal of Business Ethics , Vol. 83 No. 2, pp. 207-216.","DOI":"10.1007\/s10551-007-9612-0"},{"key":"key2020121804461393200_b8","doi-asserted-by":"crossref","unstructured":"Bernardo, M. , Marimon, F. and Alonso-Almeida, M. (2012), \u201cFunctional quality and hedonic quality: a study of the dimensions of e-service quality in online travel agencies\u201d, Information and Management , Vol. 49 Nos 7-8, pp. 342-347.","DOI":"10.1016\/j.im.2012.06.005"},{"key":"key2020121804461393200_b9","doi-asserted-by":"crossref","unstructured":"Blair-Loy, M. , Wharton, A.S. and Goodstein, J. (2011), \u201cExploring the relationship between mission statements and work-life practices in organizations\u201d, Organization Studies , Vol. 32 No. 3, pp. 427-450.","DOI":"10.1177\/0170840610397480"},{"key":"key2020121804461393200_b10","unstructured":"Campbell, A. and Nash, L.L. (1992), A Sense Mission: Defining Direction for the Large Corporation , Addison-Wesley, Reading, MA."},{"key":"key2020121804461393200_b11","doi-asserted-by":"crossref","unstructured":"Campbell, A. and Yeung, S. (1991), \u201cCreating a sense of mission\u201d, Long Range Planning , Vol. 24 No. 4, pp. 10-20.","DOI":"10.1016\/0024-6301(91)90002-6"},{"key":"key2020121804461393200_b12","doi-asserted-by":"crossref","unstructured":"Cardona, P. and Rey, C. (2008), Management by missions , Palgrave Macmillan, New York, NY.","DOI":"10.1057\/9780230598942"},{"key":"key2020121804461393200_b13","doi-asserted-by":"crossref","unstructured":"Cochran, D.S. , David, F.R. and Gibson, C.K. (2008), \u201cA framework for developing an effective mission statement\u201d, Journal of Business Strategies , Vol. 25 No. 2, pp. 27-39.","DOI":"10.54155\/jbs.25.2.27-39"},{"key":"key2020121804461393200_b14","unstructured":"Collins, J.C. and Porras, J. (1994), Built to Last: Successful Habits of Visionary Companies , HarperBusiness, New York, NY."},{"key":"key2020121804461393200_b201","unstructured":"Collins, J.C. and Porras, J.I. (1996), \u201cBuilding your company\u2019s vision\u201d, Harvard Business Review , Vol. 74 No. 5, pp. 65-77."},{"key":"key2020121804461393200_b15","unstructured":"Covey, S.R. (1992), Principle Centered Leadership , Simon and Schuster, New York, NY."},{"key":"key2020121804461393200_b16","doi-asserted-by":"crossref","unstructured":"Crotts, J.C. , Dickson, D.R. and Ford, R.C. (2005), \u201cAligning organizational processes with mission: the case of service excellence\u201d, The Academy of Management Executive , Vol. 19 No. 3, pp. 54-68.","DOI":"10.5465\/ame.2005.18733215"},{"key":"key2020121804461393200_b18","doi-asserted-by":"crossref","unstructured":"Desmidt, S. , Prinzie, A. and Decramer, A. (2011), \u201cLooking for the value of mission statements: a meta-analysis of 20 years of research\u201d, Management Decision , Vol. 49 No. 3, pp. 468-483.","DOI":"10.1108\/00251741111120806"},{"key":"key2020121804461393200_b19","unstructured":"Drucker, P. (1974), Management: Tasks. Responsibilities. Practices , Harper and Row, New York, NY."},{"key":"key2020121804461393200_b17","doi-asserted-by":"crossref","unstructured":"E S\u00e1, J.A.V. , Ol\u00e3o, F. and Pereira, M. (2011), \u201cFrom Levitt to the global age: one more time. How do we define our business?\u201d, Management Decision , Vol. 49 No. 1, pp. 99-115.","DOI":"10.1108\/00251741111094464"},{"key":"key2020121804461393200_b20","doi-asserted-by":"crossref","unstructured":"Gondo, M.B. and Amis, J.M. (2013), \u201cVariations in practice adoption: the roles of conscious reflection and discourse\u201d, Academy of Management Review , Vol. 38 No. 2, pp. 229-247.","DOI":"10.5465\/amr.2010.0312"},{"key":"key2020121804461393200_b22","doi-asserted-by":"crossref","unstructured":"Heras, I. , Casadesus, M. and Marimon, F. (2011), \u201cThe impact of ISO 9001 standard and the EFQM model: the view of the assessors\u201d, Total Quality Management and Business Excellence , Vol. 22 No. 2, pp. 197-218.","DOI":"10.1080\/14783363.2010.532330"},{"key":"key2020121804461393200_b23","doi-asserted-by":"crossref","unstructured":"Heras, I. , Marimon, F. and Casadesus, M. (2012), \u201cAn empirical study of the relationships within the categories of the EFQM model\u201d, Total Quality Management and Business Excellence , Vol. 23 No. 5, pp. 523-540.","DOI":"10.1080\/14783363.2012.669541"},{"key":"key2020121804461393200_b24","doi-asserted-by":"crossref","unstructured":"Hirota, S. , Kubo, K. , Miyajima, H. , Hong, P. and Park, Y.W. (2010), \u201cCorporate mission. corporate policies and business outcomes: evidence from Japan\u201d, Management Decision , Vol. 48 No. 7, pp. 1134-1153.","DOI":"10.1108\/00251741011068815"},{"key":"key2020121804461393200_b25","doi-asserted-by":"crossref","unstructured":"Ireland, R.D. and Hitt, M.A. (1992), \u201cMission statements: Importance, challenge. and recommendations for development\u201d, Business Horizons , Vol. 35 No. 3, pp. 34-42.","DOI":"10.1016\/0007-6813(92)90067-J"},{"key":"key2020121804461393200_b21","unstructured":"Jones, P. and Kahaner, L. (1995), Say it and Live it: Fifty Corporate Mission Statements that Hit the Mark , Doubleday, New York, NY."},{"key":"key2020121804461393200_b26","unstructured":"Kanter, R.M. (2009), Supercorp: How Vanguard Companies Create Opportunity. Profits. Growth. and Social Good , Crown, New York, NY."},{"key":"key2020121804461393200_b27","doi-asserted-by":"crossref","unstructured":"Kelman, H.C. (1958), \u201cCompliance. identification. and internalization: three processes of attitude change\u201d, Journal of Conflict Resolution , Vol. 2 No. 1, pp. 51-60.","DOI":"10.1177\/002200275800200106"},{"key":"key2020121804461393200_b28","unstructured":"Kelman, H.C. (1974), \u201cFurther thoughts on the processes of compliance. identification. and internalization\u201d, in Tedeschi, J. (Ed.), Perspectives on Social Power , Aldine, Chicago, IL, pp. 125-171."},{"key":"key2020121804461393200_b29","doi-asserted-by":"crossref","unstructured":"Ladhari, R. (2010), \u201cDeveloping e-service quality scales: a literature review\u201d, Journal of Retailing and Consumer Services , Vol. 17 No. 6, pp. 464-477.","DOI":"10.1016\/j.jretconser.2010.06.003"},{"key":"key2020121804461393200_b30","doi-asserted-by":"crossref","unstructured":"Leuthesser, L. and Kohli, C. (1997), \u201cCorporate identity: the role of mission statements\u201d, Business Horizons , Vol. 40 No. 3, pp. 59-66.","DOI":"10.1016\/S0007-6813(97)90053-7"},{"key":"key2020121804461393200_b31","doi-asserted-by":"crossref","unstructured":"Levin, I.M. (2000), \u201cVision revisited telling the story of the future\u201d, The Journal of Applied Behavioral Science , Vol. 36 No. 1, pp. 91-107.","DOI":"10.1177\/0021886300361005"},{"key":"key2020121804461393200_b32","doi-asserted-by":"crossref","unstructured":"Lundberg, C.C. (1984), \u201cZero-in: a technique for formulating better mission statements\u201d, Business Horizon , Vol. 27 No. 5, pp. 30-33.","DOI":"10.1016\/0007-6813(84)90038-7"},{"key":"key2020121804461393200_b34","unstructured":"McGowan, W.G. (1986), \u201cWhat business are we really in? The question revisited\u201d, Sloan Management Review , Vol. 28 No. 1, pp. 59-62."},{"key":"key2020121804461393200_b33","doi-asserted-by":"crossref","unstructured":"Mas Machuca, M. and Mart\u00ednez, C.C. (2012), \u201cA study of knowledge culture in the consulting industry\u201d, Industrial Management & Data Systems , Vol. 112 No. 1, pp. 24-41.","DOI":"10.1108\/02635571211193626"},{"key":"key2020121804461393200_b35","doi-asserted-by":"crossref","unstructured":"Mullane, J.V. (2002), \u201cThe mission statement is a strategic tool: when used properly\u201d, Management Decision , Vol. 40 No. 5, pp. 448-455.","DOI":"10.1108\/00251740210430461"},{"key":"key2020121804461393200_b36","doi-asserted-by":"crossref","unstructured":"Nonaka, I. (1994), \u201cA dynamic theory of organizational knowledge creation\u201d, Organization Science , Vol. 5 No. 4, pp. 14-37.","DOI":"10.1287\/orsc.5.1.14"},{"key":"key2020121804461393200_b37","doi-asserted-by":"crossref","unstructured":"Nonaka, I. and Toyama, R. (2002), \u201cA firm as a dialectical being: towards a dynamic theory of a firm\u201d, Industrial and Corporate Change , Vol. 11 No. 5, pp. 995-1009.","DOI":"10.1093\/icc\/11.5.995"},{"key":"key2020121804461393200_b38","unstructured":"Pearce, J.A. (1982), \u201cThe company mission as a strategic goal\u201d, Sloan Management Review , No. Spring, pp. 15-24."},{"key":"key2020121804461393200_b39","unstructured":"Rey, C. (2012), \u201cLas 7 palancas de la comunicaci\u00f3n institucional interna\u201d, Working Paper No. 55456197, RECERCAT (Deposit Research of Catalonia), Barcelona."},{"key":"key2020121804461393200_b40","doi-asserted-by":"crossref","unstructured":"Samson, D. and Terziovski, M. (1999), \u201cThe relationship between total quality management practices and operational performance\u201d, Journal of Operations Management , Vol. 17 No. 4, pp. 393-409.","DOI":"10.1016\/S0272-6963(98)00046-1"},{"key":"key2020121804461393200_b41","doi-asserted-by":"crossref","unstructured":"Saraph, J.V. , Benson, P.G. and Schroeder, R.G. (1989), \u201cAn instrument for measuring the critical factors of quality management\u201d, Decision sciences , Vol. 20 No. 4, pp. 810-829.","DOI":"10.1111\/j.1540-5915.1989.tb01421.x"},{"key":"key2020121804461393200_b42","unstructured":"Schein, E.H. (2010), Organizational Culture and Leadership , John Wiley and Sons, San Francisco, CA."},{"key":"key2020121804461393200_b43","unstructured":"Selznick, P. (1984), Leadership in Administration. A Sociological Interpretation , University of California Press, Berkeley, CA."},{"key":"key2020121804461393200_b44","doi-asserted-by":"crossref","unstructured":"Sidhu, J. (2003), \u201cMission statements: is it time to shelve them?\u201d, European Management Journal , Vol. 21 No. 4, pp. 439-446.","DOI":"10.1016\/S0263-2373(03)00072-0"},{"key":"key2020121804461393200_b202","doi-asserted-by":"crossref","unstructured":"Suh, T. , Houston, M.B. , Barney, S.M. and Kwon, I.G. (2011), \u201cThe impact of mission fulfillment on the internal audience: psychological job outcomes in a services setting\u201d, Journal of Service Research , Vol. 14 No. 1, pp. 76-92.","DOI":"10.1177\/1094670510387915"},{"key":"key2020121804461393200_b46","doi-asserted-by":"crossref","unstructured":"Wang, Y. (2011), \u201cMission-driven organizations in Japan: management philosophy and individual outcomes\u201d, Journal of Business Ethics , Vol. 101 No. 1, pp. 111-126.","DOI":"10.1007\/s10551-010-0712-x"},{"key":"key2020121804461393200_b47","doi-asserted-by":"crossref","unstructured":"Williams, L.S. (2008), \u201cThe mission statement a corporate reporting tool with a past, present, and future\u201d, Journal of Business Communication , Vol. 45 No. 2, pp. 94-119.","DOI":"10.1177\/0021943607313989"},{"key":"key2020121804461393200_b48","doi-asserted-by":"crossref","unstructured":"Wolfinbarger, M. and Gilly, M.C. (2003), \u201ceTailQ: dimensionalizing, measuring and predicting etail quality\u201d, Journal of retailing , Vol. 79 No. 3, pp. 183-198.","DOI":"10.1016\/S0022-4359(03)00034-4"},{"key":"key2020121804461393200_b49","doi-asserted-by":"crossref","unstructured":"Wright, J.N. (2002), \u201cMission and reality and why not?\u201d, Journal of Change Management , Vol. 3 No. 1, pp. 30-44.","DOI":"10.1080\/714042524"}],"container-title":["Industrial Management &amp; Data Systems"],"original-title":[],"language":"en","link":[{"URL":"http:\/\/www.emeraldinsight.com\/doi\/full-xml\/10.1108\/IMDS-04-2015-0144","content-type":"unspecified","content-version":"vor","intended-application":"text-mining"},{"URL":"https:\/\/www.emerald.com\/insight\/content\/doi\/10.1108\/IMDS-04-2015-0144\/full\/xml","content-type":"application\/xml","content-version":"vor","intended-application":"text-mining"},{"URL":"https:\/\/www.emerald.com\/insight\/content\/doi\/10.1108\/IMDS-04-2015-0144\/full\/html","content-type":"unspecified","content-version":"vor","intended-application":"similarity-checking"}],"deposited":{"date-parts":[[2025,7,24]],"date-time":"2025-07-24T21:51:47Z","timestamp":1753393907000},"score":1,"resource":{"primary":{"URL":"http:\/\/www.emerald.com\/imds\/article\/116\/1\/170-187\/176770"}},"subtitle":[],"short-title":[],"issued":{"date-parts":[[2016,2,1]]},"references-count":50,"journal-issue":{"issue":"1","published-print":{"date-parts":[[2016,2,1]]}},"alternative-id":["10.1108\/IMDS-04-2015-0144"],"URL":"https:\/\/doi.org\/10.1108\/imds-04-2015-0144","relation":{},"ISSN":["0263-5577"],"issn-type":[{"type":"print","value":"0263-5577"}],"subject":[],"published":{"date-parts":[[2016,2,1]]}}}