http://hdl.handle.net/20.500.12328/3868 Sat, 11 Apr 2026 13:45:14 GMT 2026-04-11T13:45:14Z http://hdl.handle.net/20.500.12328/5280 Mission-based corporate sustainability: The Aigües de Barcelona model Bastons, Miquel; Benguría, Ricard; Armengou, Jaume; Rey, Carlos This article presents both the theoretical and practical aspects of a model for the effective development of a sustainability strategy in companies which include sustainable development in their mission statement. The meaning of corporate sustainability is revised, and the conditions for an effective rollout of the strategy are examined. The paper is based on the case study of Aigües de Barcelona, a water management company of Suez Group company, which has centred its mission on sustainable development and applies a three-dimensional model for rolling out the mission: as statement, motivation and practice. This case helps to identify the main problems faced by companies in rolling out a sustainability strategy and how these problems can be resolved from the perspective of the corporate mission. The difficulties encountered in ensuring that the sustainability strategy is effective in the company’s daily business are also covered, and some questions that remain unanswered are identified. Tue, 12 May 2020 00:00:00 GMT http://hdl.handle.net/20.500.12328/5280 2020-05-12T00:00:00Z http://hdl.handle.net/20.500.12328/5279 Being “on a mission” at work: How to make mission statements effective in the healthcare sector Fonseca Pires, José; de Carvalho, Diogo J. F.; Rey, Carlos; Bastons, Miquel; Mas-Machuca, Marta The identification of the mission in organizations is crucial, providing a purpose and giving transcendent meaning to each person’s work, among other benefits. But often mission statements are not carried out and have few practical results. This chapter aims to shed light on why it happens and how to make missions effective. We focus on the health sector and particularly on hospitals. We conclude that (i) a mission should be a real service—with a logical fit to truth and good—which generates value for its stakeholders; (ii) to kindle a “sense of mission” among the whole company, employees need to internalize the mission, aligning their values with those of the company; (iii) mission needs to be implemented in all organizational dimensions so that the purpose can translate into action, suggesting the need to use an operative tool (dynamic mission); and (iv) it is essential that motor mission (the personal motivation while connected to the accomplishment of the company’s formal and dynamic mission) becomes a true end goal of the company’s members. Finally, we discuss how “motor mission” is activated by transcendent motivation. This motivation goes well beyond contractual theory and becomes the key to make missions effective. Wed, 06 Jul 2022 00:00:00 GMT http://hdl.handle.net/20.500.12328/5279 2022-07-06T00:00:00Z http://hdl.handle.net/20.500.12328/5278 Purpose in practice: Mission implementation and employees’ psychosocial outcomes across organizational contexts Skhirtladze, Ela; Selvam, Rejina; Rey, Carlos; Romeo, Marina Amid shifting organizational landscapes, mission has gained prominence as a strategic mechanism for promoting alignment and shared purpose. Yet, declaration of mission alone rarely leads to meaningful impact unless it is understood, internalized, and enacted in employees’ daily work. This paper examines how effective mission implementation, defined as the consistency between mission content, practice, and motivation, relates to employee outcomes, including organizational commitment, prosocial behavior, and meaningful work. Study 1 draws on data from employees in organizations participating in the Driving Purpose and Mission Collaborative (DPMC), which actively engage in purpose-driven management practices. Study 2 includes employees from a broader range of organizations without formalized mission structures. Structural equation modeling was used in both studies. In Study 1, effective mission implementation directly predicted prosocial behavior and indirectly predicted meaningful work, mediated by organizational trust. In Study 2, mission implementation influenced outcomes only indirectly, with trust playing a central mediating role. These findings underscore the significance of mission implementation as a dynamic, context-sensitive process and demonstrate how alignment, trust, and prosocial motivation shape employees’ experience of purpose at work. Wed, 01 Oct 2025 00:00:00 GMT http://hdl.handle.net/20.500.12328/5278 2025-10-01T00:00:00Z http://hdl.handle.net/20.500.12328/5212 Tensiones entre igualdad de género y autonomía religiosa. Construyendo buenas prácticas más allá del derecho antidiscriminatorio Gas-Aixendri, Montserrat Thu, 01 Jan 2026 00:00:00 GMT http://hdl.handle.net/20.500.12328/5212 2026-01-01T00:00:00Z