Anchors aweigh: the sources, variety, and challenges of mission drift
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Authors
Grimes, MG
Williams, TA
Zhao, EY
Publication Date
2019-10Journal Title
Academy of Management Review
ISSN
0363-7425
Publisher
Academy of Management
Volume
44
Issue
4
Pages
819-845
Type
Article
Metadata
Show full item recordCitation
Grimes, M., Williams, T., & Zhao, E. (2019). Anchors aweigh: the sources, variety, and challenges of mission drift. Academy of Management Review, 44 (4), 819-845. https://doi.org/10.5465/amr.2017.0254
Abstract
The growing number of studies which reference the concept of mission drift imply that such drift is an undesirable strategic outcome related to inconsistent organizational action, yet beyond such references little is known about how mission drift occurs, how it impacts organizations, and how organizations should respond. Existing management theory more broadly offers initial albeit equivocal insight for understanding mission drift. On the one hand, prior studies have argued that inconsistent or divergent action can lead to weakened stakeholder commitment and reputational damage. On the other hand, scholars have suggested that because environments are complex and dynamic, such action is necessary for ensuring organizational adaptation and thus survival. In this study, we offer a theory of mission drift that unpacks its origin, clarifies its variety, and specifies how organizations might respond to external perceptions of mission drift. The resulting conceptual model addresses the aforementioned theoretical tension and offers novel insight into the relationship between organizational actions and identity.
Identifiers
External DOI: https://doi.org/10.5465/amr.2017.0254
This record's URL: https://www.repository.cam.ac.uk/handle/1810/286283
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