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Integrating Mission and Strategy for Nonprofit Organizations$
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James A. Phills Jr.

Print publication date: 2005

Print ISBN-13: 9780195171280

Published to Oxford Scholarship Online: October 2011

DOI: 10.1093/acprof:oso/9780195171280.001.0001

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Execution: Translating Mission and Strategy into Action

Execution: Translating Mission and Strategy into Action

Chapter:
(p.99) 4 Execution: Translating Mission and Strategy into Action
Source:
Integrating Mission and Strategy for Nonprofit Organizations
Author(s):

James A. Phills

Publisher:
Oxford University Press
DOI:10.1093/acprof:oso/9780195171280.003.0005

This chapter explores the execution of strategy and the role of logic as key elements in the execution of the mission. The mission and the parallel logic of “causal models” or “theories of change” and the role they play in the execution of the mission are explained. It also shows how the choices associated with the execution of strategy and the choices associated with the execution of mission are related to one another. The logic of strategy and logic of mission are distinct, but they are also interdependent. Even though they perform different functions and are designed to produce different outcomes (i.e., economic versus social, environmental, or artistic value), each constrains and influences the other. Concrete examples of the choices involved in execution are given as well. Moreover, the elements of execution, namely the policies that employees will follow during the course of their work, and activities that they are directed to undertake and resource allocation are described.

Keywords:   execution, strategy, mission, logic, causal model, theories of change, resource allocation, policies, activity

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