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dc.contributor.authorBerbegal Mirabent, Jasmina
dc.contributor.authorMas Machuca, Marta
dc.contributor.authorGuix, Patricia
dc.contributor.otherUniversitat Politècnica de Catalunya. Departament d'Organització d'Empreses
dc.date.accessioned2021-12-14T11:05:39Z
dc.date.available2021-12-14T11:05:39Z
dc.date.issued2021
dc.identifier.citationBerbegal-Mirabent, J.; Mas-Machuca, M.; Guix, P. Impact of mission statement components on social enterprises' performance. "Review of managerial science", 2021, vol. 15, núm. 3, p. 705-724.
dc.identifier.issn1863-6683
dc.identifier.urihttp://hdl.handle.net/2117/358319
dc.description.abstractSocial enterprises mix economic and social objectives, forming a bridge between non-profit and profit enterprises. Mission statements are a strategic tool that can provide a company with a purpose of being, a “being” that communicates the core of the business to internal and external stakeholders. In this paper we aim to investigate the link between mission statements and performance in social enterprises. The sample includes 39 social enterprises located in Spain. Our findings indicate that those firms for which the mission statement explicitly considers the customers and the product/service offer are more likely to exhibit higher economic performance.
dc.format.extent20 p.
dc.language.isoeng
dc.rightsAttribution-NonCommercial-NoDerivs 3.0 Spain
dc.rights.urihttp://creativecommons.org/licenses/by-nc-nd/3.0/es/
dc.subjectÀrees temàtiques de la UPC::Economia i organització d'empreses
dc.subject.lcshSocial responsibility of business
dc.subject.lcshIndustries - -Social aspects
dc.titleImpact of mission statement components on social enterprises’ performance
dc.typeArticle
dc.subject.lemacEmpreses -- Responsabilitat social
dc.subject.lemacIndústries -- Aspectes socials
dc.contributor.groupUniversitat Politècnica de Catalunya. GRDU - Grup de recerca en Direcció Universitària
dc.identifier.doi10.1007/s11846-019-00355-2
dc.description.peerreviewedPeer Reviewed
dc.relation.publisherversionhttps://link.springer.com/article/10.1007%2Fs11846-019-00355-2
dc.rights.accessOpen Access
local.identifier.drac32271467
dc.description.versionPostprint (author's final draft)
local.citation.authorBerbegal-Mirabent, J.; Mas-Machuca, M.; Guix, P.
local.citation.publicationNameReview of managerial science
local.citation.volume15
local.citation.number3
local.citation.startingPage705
local.citation.endingPage724


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