Nonprofit Organizational Mission and Mission Drift - Andy, A. Cleary
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Academics and practitioners alike have continually called for more research to provide a deeper understanding of the nonprofit sector in light of its growing importance in society. Drucker's seminal work suggested that there is much the business sector can learn from the nonprofit sector. Mission drift/creep as a phenomenon in strategic management has received little academic attention even though the practitioner journals are replete with references of its proliferation. The nonprofit sector in particular, a widely diverse group, linked by a Federal tax exemption to conduct business for…mehr

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Academics and practitioners alike have continually called for more research to provide a deeper understanding of the nonprofit sector in light of its growing importance in society. Drucker's seminal work suggested that there is much the business sector can learn from the nonprofit sector. Mission drift/creep as a phenomenon in strategic management has received little academic attention even though the practitioner journals are replete with references of its proliferation. The nonprofit sector in particular, a widely diverse group, linked by a Federal tax exemption to conduct business for almost any lawful purpose, seems particularly susceptible. In the absence of a profit motive, managers and stakeholders alike look to the organizations' mission for direction as well as measurements of success. Mission is generally the principal reason for being and therefore is held as a statement upon which public trust is built. Departure either in the form of drift or creep is widely discouraged. The notion that organizations learn, therefore challenges the fundamental premise that missions should remain static.