The Lack of Consensus About Strategic Consensus: Advancing Theory and Research

Abstract

The purpose of this article is to describe the theoretical and methodological reasons for the inconsistent findings on the value of strategic consensus. This analysis suggests the need for (a) definitions of consensus that align the locus and content of agreement with the study context and theoretical premises; (b) measures of consensus that take account of locus as well as differences in how the content of strategy is perceived by top-, middle-, and lower-level managers; (c) research designs wherein assumptions about the locus and content of consensus govern the choice of antecedents; and (d) more consistent use of moderators.

Theory of planned behaviour and the family business

“…Professional meetings are shaped by values, norms and expectations that are based on family beliefs (Hoffman et al, 2006). Strategic consensus, which is the degree of agreement between individuals at different levels in the organisation at a particular point of time, must be achieved if the organisation wants to be successful (Bourgeois, 1980;Kellermanns, Walter, Lechner & Floyd, 2005). Similar to the family level, conflict can arise at the organisational level during the process of shaping organisational beliefs and intentions.…”

Middle managers' knowledge of strategy: antecedents, cognitive accuracy and self-awareness

“…A second cluster of studies examines the relationship between middle management strategic actions and organisational outcomes (e.g., Burgelman, 1994;Kellermanns et al, 2005;Meyer, 2006). Recent studies including Conway and Monks (2011), for example, study the vital ways middle managers act as agents of change by looking at how they manage the tensions produced by their linking pin position between top-down and bottom-up processes of change.…”

A Interface entre as Operações e Marketing: Um Estudo sobre o Alinhamento Estratégico em uma Montadora de Veículos Automotores

“…Conforme Kellermanns et al (2005), pesquisas sobre consenso estratégico têm estudado algumas variáveis que infl uenciam esses vínculos e que antecedem o consenso: caracterís cas gerais da alta administração e do corpo gerencial, a natureza do processo de tomada de decisão e a estrutura organizacional. Em geral, organizações centralizadoras e burocrá cas limitam a autonomia individual e fazem os gerentes cumprirem o acordo em relação às prioridades compe vas.…”

“…Há a necessidade de uma apreciação cole va das razões por trás da decisão estratégica bem como a consciência comum da ação pretendida. Além disso, entendimento compar lhado na defi nição de Kellermanns et al (2005) refere-se a consenso entre gerentes de múl plos níveis da hierarquia.…”