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Mission statements seem to be just about

everywhere these days. In fact, a study by

Boston based Bain & Company (1999) suggests

that mission statements are one of the most

popular management tools ever used on our

planet. However, when one understands the

motivation for and benefits from having a

mission statement, it becomes easy to

understand their popularity. In their most basic

form, a mission statement is a formal written

document intended to capture an organization's

unique raison d'eAtre. It should answer such vital

questions as: why do we exist, what is our real

purpose and what are we trying to accomplish

(Bart, 1996a; 1996b; 1997a; 1997b; 1998a;

1998b; 1999; Bart and Baetz, 1998; Byars,

1984; 1987; Campbell, 1989; 1993; Campbell

and Yeung, 1991; Daft and Fitzgerald, 1992;

David, 1989; 1993; Germain and Cooper, 1990;

Ginter et al., 1998; Higgins and Vincze, 1989;

Ireland and Hitt, 1992; Klemm et al., 1991;

McGinnis, 1981; Medley, 1992; Thompson

and Strickland, 1996; Gibson et al., 1990;

Bryson, 1995).

When an organization works diligently at

finding the answer to these questions, the result

is supposed to be a more focussed and inspired

organization. There is less organizational

confusion and contradiction because scarce

organizational resources, such as money and

management attention, are aligned to suit the

dictates and requirements of the mission. The

needs of all-important ``stakeholders'' (i.e.

customers, employees, suppliers, communities

and shareholders) are also addressed and well

balanced. Employees, especially, feel a greater

degree of comfort as their actions and behaviors

are directed towards and enthused by a set of

common organizational goals. They have a

``sense of mission''. Thus, as hypercompetition,

increased specialization and wa