Samaranayake, D.I.J.Banuri, S.2025-11-132025-11-132020https://ir.lib.pdn.ac.lk/handle/20.500.14444/6598Introduction : The mission statement of an organization highlights the uniqueness and difference from the other organizations in society. It appears as a way to clarify the role of an organization and equally as a method to attract employees (Chu and Luke, 2012). Although, one of the inherent challenges of operating as an organization in modern business is the maintenance of its original mission. Rapid changes in the external environment encourage organizations to drift from their original mission to a broader scope of activities. Mission drift can be identified as a noticeable movement of organizational main objectives and goals towards a new direction (Ebrahim et al., 2014; Mader and Sabro, 2019). According to Minkoff and Powell (2006), this movement represents a deviation of an organization’s resources and activities in two modes. They are the administrative and programmatic drifts. Such movements are noticeable in organizations such as social enterprises, non-profit organizations, healthcare, and educational bodies. For instance, the social enterprises such as microfinance institutions experienced mission drifts (Jaquette, 2013; Armendariz and Szafarz, 2009). Also, the literature encourages to observe whether such mission drifts cause less engagement and less effort by its key stakeholders. This can occur due to mismatches in the pro-sociality, meaningfulness, and the expectations of the mission they are engaged in (Carpenter and Gong, 2016; Smith, 2016; Banuri and Keefer, 2016). Therefore, the study designs to observe the impact of the mission drift of an organization on its employee’s effort. For that, the study introduces a model to observe such impact through an experiment using the modified version of “dictator game” and “real effort tasks”.en-USEmployee’s effortMission matchMission driftMotivationPro- socialityArticle