Reconceptualizing Mission Drift

An Affective Events Perspective

Abstract

Mission drift, the derailing of practices from the mission, remains a persistent puzzle in hybrid organizations and mission-driven organizations. Existing literature, rooted in institutional theory and resource dependence, often portrays it as a strategic, macro-level response to external pressures. This conceptual article argues for a micro-foundational shift, proposing Affective Events Theory (AET) as a novel lens to explain the affective micro-processes that precipitate mission drift. We theorize how specific organizational events (e.g., funding shocks, investor interactions, leadership changes) generate discrete emotional episodes in employees. The methodological framework integrates a systematic review approach to analyse thematic content. The findings show that by introducing Affective Events Theory, we provide a dynamic model that explores how emotionally charged events, like resource constraints, stakeholder tensions, and governance shifts, cause emotional reactions that influence ‘micro-decisions’. Practical implications reveal their relevance in organizational culture and routines. AET will help embed positive emotional reinforcements in organizational culture. This approach highlights the under-explored role of affect as a critical mediator between external events and internal mission fidelity, offering a more nuanced perspective.