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Comparison of the impact of formal and informal institutional influences with professional identity on performance outcomes in mission statement organizations : case study of a mission-driven company, Laerdal

Durieux, Charlotte
Master thesis
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URI
http://hdl.handle.net/11250/2453978
Date
2017
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  • Master Thesis [4207]
Abstract
Multinational enterprises have for decades tried to understand the variables that would

maximise their organisational efficiency. When the question is addressed to a mission-driven

company such as Laerdal, the key issue to be understood is: how does the mission statement

add value to the organisation? Laerdal Medical, a Norwegian company based in Stavanger, has

derived its success from its mission statement: ‘helping saves lives’. Laerdal’s collaboration

with the research group FOCUS has allowed this thesis to research the impact of the mission

statement on Laerdal’s sales representatives in Scandinavia and in the United States.

The purpose of this thesis is to compare the impact of formal and informal institutional

influences and of professional identity on performance outcomes such as identification with

mission statement and commitment to the mission statement. After a theoretical review of the

key concepts within these influences on performance outcomes, a qualitative approach tests

their occurrence in Laerdal using interviews with sales representatives working in Scandinavia

and in North America.

The analysis of data answers five questions that link formal and informal institutional

influences, talent management, professional identity and performance outcomes. The results of

the study show that both cross-national distance and professional identity can be found, but that

professional identity overrides culture divergences in the context of a mission-driven company.

Firstly, the comparison between Scandinavia and the United States demonstrates that

management performance and evaluation are influenced by their respective regions. However,

cultural influences do not affect either the professional identity that characterises Laerdal’s

sales representatives or the performance outcomes. Secondly, talent management cautiously

selects and trains salespeople with a strong professional identity in alignment with the mission

statement. This in turn leads to employees identifying with, and committing to, the mission

statement. The thesis concludes with the suggestion that if an effective selection and onboarding

process are in place, coupled with a meaningful mission statement, professional

identity will cancel the cross-national distance that can arise in mission-driven companies such

as Laerdal.

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