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This study aims to investigate the content of hotel brands’ mission statements (MSs) and their relationship with selected attributes of hotel brands.

Content analysis of hotel brands’ MSs was used to detect the MSs’ key words, which were further processed by methods of social network analysis, complemented by clustering techniques and correspondence analysis on the generalized aggregated lexical tables, a special type of correspondence analysis.

Hotel brands operating in luxurious markets more often emphasize experiences than those in midscale markets. Furthermore, hotel brands with longer traditions and those with a large number of controlled rooms communicate words in their MSs that represent a rather traditional approach to hospitality. Younger hotel brands with fewer controlled rooms chose words that indicate a more commercially oriented approach. Finally, cluster analysis revealed four dimensions of hotel brands’ MSs, instead of the nine most typically used in mission statement component models.

Understanding the frequencies and networks of keywords, and their relationship with hotel brand attributes, will help create more focussed MSs. This will strengthen hotel brands, raise their revenues and subsequently increase company performance.

The analysis provides valuable insight into MSs in the specific tourism context of hotel brands. The authors have achieved this with the use of a wide range of advanced network analytic methods. These insights can guide hotel brands to better position themselves in the competitive tourism accommodation market.

Mission statements are perceived as effective strategic tools and foundations of an organization's objectives, driving the development of strategic plans to meet the established goals. A vast number of studies have investigated mission statements in industry; however, little is known on how mission statements affect institutes in the higher education sector. Every university is intrinsically different, with its own mission and goals. This study aims to explore how mission statements make the difference among universities, by understanding the values delivered by the mission statements.

This study attempts to understand the core values of universities through a content analysis of the mission statements of the top 250 universities worldwide.

The results show four core dimensions in university mission statements, namely, “Education Philosophies”, “Strategic Orientation”, “Social Responsibility” and “Values to Stakeholders”, while the most common core values are “Research”, “Educate” and “Student”.

Mission statements offer insightful venues for the analysis of the strategic directions of universities. The results show that top universities present their core values through their mission statements. Some mission statements are more service-oriented (towards students) and some are more social-oriented (towards society and stakeholders). These mission statements are communicated to various stakeholders. “Education philosophies” are communicated to educators and students, “Social responsibility” is to the society, “Values to the stakeholders” are towards the different parties involved in the education system and the last one “Strategic orientation” is for the strategy setting.

This paper proposes a new methodology of mission statement studies, covering not only studies on mission statements but also the internationalization strategies of universities, which attract attention from academics and education researchers.

This study aims to identify research trends and technological evolution in the polymer three-dimensional (3D) printing process that can effectively identify the direction of technological advancement and progress of acceptance in both society and key manufacturing industries.

The Scopus database was used to collect data on polymer 3D printing papers. This study uses bibliometric approach along with network analytic techniques to identify and discuss the most important countries and their scientific collaboration, compares income groups and analyses keyword trends.

It was found that top research production results from heavy investments in research and development. The USA has the highest number of papers among the high-income countries. However, scientific production in the other two income groups is strongly dominated by China and India. Keyword analysis shows that countries with lower incomes in certain areas, such as composite and bioprinting, have fallen behind other groups over time. International collaborations were suggested as mechanisms for those countries to catch up with the current research trends. The evolution of the research field, which started with a focus on 3D printing processes and shifted to printed part designs and their applications, was discussed. The advancement of the research topic suggests that translational research on polymer 3D printing has been led mainly by research production from higher-income countries and countries with large research and development investments.

Previous studies have conducted performance analysis, science mapping and network analysis in the field of 3D printing, but none have focused on global research trends classified by country income. This study has conducted a bibliometric analysis and compared the outputs according to various income levels according to the World Bank classification.

The purpose of this paper is to contribute to the understanding of mission statement contents and its function in guiding employee's behaviour from the organisational culture (OC) perspective.

The research is based on a mixed method approach. The quantitative content analysis of mission statements was performed on a sample of 222 Slovenian companies. Mission statement's keywords were analysed with exploratory factor analysis. Advanced network analytic approaches such as PathFinder algorithm were utilised to obtain better understanding of interrelatedness of underlying mission components. Three interviews with the top managers were performed as well.

The mission statement content analysis identified five associated organisations’ orientations: concern for stakeholders, orientation towards stability, orientation towards cooperation and innovation, and development and growth. The interviews confirm missions’ role in communicating the espoused or declared OC, although different approaches to achieve employees’ commitment to the organisation's mission can be identified in regard to the size of the organisation.

The cultural approach to the analysis of mission statements confirms that the mission statements incorporate basic contents of OC. The methodology applied gives new possibilities in the research of OC perspective of strategic statements.

HRM climate is the intervening variable that relates implemented HRM practices to individual reactions. The purpose of the study is to contribute to the understanding of HRM climate construct, through the study of the role of HRM climate in employees' attitudes.

Based on the literature review a model is proposed that links HRM climate perceptions to job satisfaction, job involvement and perceived organisational performance. The model was tested on a sample of 574 Slovenian employees from the manufacturing sector. The model of HRM‐attitudes relationship was tested with partial least squares approach to structural equation modelling.

Two HRM climate dimensions (collaboration and structure) have an indirect (through job satisfaction and job involvement) and direct effect on perceived organisational performance, although dimension “collaboration” has a much stronger effect on employees' job satisfaction, and perceived organisational performance factor, than the “structure” dimension.

The HRM climate as a construct has not been studied intensively, although perceptions of HRM practices have been at the centre of attention since the beginning of the study of HRM‐performance relations. The study shows that the meaning assigned to the experienced HRM practices, has a strong effect on employees' reactions toward the job and work environment, and so offers a new approach to the understanding of the individual's role in HRM‐performance relation.