They don’t see things like we do: A simultaneous analysis of the influence of formal organisational, emergent, and individual factors on emergent patterns in perceptions of organisational mission.

Much of the existing research on organisational mission has focused on mission statement content, neglecting how organisational members themselves interpret the mission. This study uses a communicative approach, arguing that employees will actively interpret their organisation’s mission. This topic is important because systematic patterns in employees’ perceptions of mission have relevance for organisational processes. This study simultaneously examines the influence of formal organisational, informal/emergent, and demographic factors on patterns of agreement between employees’ perceptions of their organisation’s mission. Semantic network analysis was used to examine a Public Works Division. Results showed that employees who had a communication tie in the emergent communication network, were in the same functional work group, and who were spatially proximate were more likely to share perceptions of the organisation’s mission. Implications for future research and managerial practice are discussed.