Research notes and communications strategic process effects on consensus

Bill Wooldridge and Steven W. Floyd

Strategic Management Journal, 1989, vol. 10, issue 3, 295-302

Abstract: Strategy research has not shown a consistent relationship between consensus in the top management team and organizational performance. This paper attempts to explain these findings by providing a description of how the strategic process affects consensus. Synoptic and incremental processes are compared in terms of their effects on the scope, content, and degree of consensus. In addition, two dimensions of consensus, shared understanding and commitment, are considered. Implications for research are addressed.

Date: 1989
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