Consensus on strategy formulation and organizational performance: Competitors in a fragmented industry

Consensus on strategy formulation and organizational performance: Competitors in a fragmented... This paper examines the relationship between organizational performance and consensus (or agreement) within top management teams on company objectives and competitive methods for a sample of nineteen firms competing within a highly fragmented industry—paints and allied products (SIC 2851). It was hypothesized that intense competitive pressures and the resultant low industry profitability would constrain organizational resources and augment the need for consensus on both objectives and methods. However, findings indicate that consensus on either objectives or methods is positively related to organizational performance. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Strategic Management Journal Wiley

Consensus on strategy formulation and organizational performance: Competitors in a fragmented industry

Strategic Management Journal, Volume 8 (3) – May 1, 1987

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Publisher
Wiley
Copyright
Copyright © 1987 John Wiley & Sons, Ltd.
ISSN
0143-2095
eISSN
1097-0266
DOI
10.1002/smj.4250080305
Publisher site
See Article on Publisher Site

Abstract

This paper examines the relationship between organizational performance and consensus (or agreement) within top management teams on company objectives and competitive methods for a sample of nineteen firms competing within a highly fragmented industry—paints and allied products (SIC 2851). It was hypothesized that intense competitive pressures and the resultant low industry profitability would constrain organizational resources and augment the need for consensus on both objectives and methods. However, findings indicate that consensus on either objectives or methods is positively related to organizational performance.

Journal

Strategic Management JournalWiley

Published: May 1, 1987

References

  • Performance and consensus
    Bourgeois, Bourgeois
  • Measuring organizational performance in the absence of objective measures: the case of the privately‐held firm and conglomerate business unit
    Dess, Dess; Robinson, Robinson
  • Strategic awareness within top management teams
    Hambrick, Hambrick
  • The techno‐economic ecology of corporate strategy
    Khandwalla, Khandwalla

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