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To agree or not to agree? A meta-analytical review of strategic consensus and organizational performance

F. Kellermans, Jorge Walter, Steven W. Floyd & Christoph Lechner

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abstract The premise underlying most of the research on strategic consensus is that a higher degree of consensus has a positive impact on organizational performance. Empirical studies, however, have produced inconsistent results for the strength and direction of this relationship, as well as for the role of potential moderators. With this meta-analysis, we provide empirical support for a positive effect of strategic consensus on organizational performance, and offer evidence for the existence of several moderators of the aforementioned relationship, which we then discuss as fruitful avenues for future research. This study enhances our understand-ing of this important strategy process construct and benefits managerial practice by discussing means for improving the realization and implementation of strategies.
   
type journal paper
   
keywords Strategic consensus, organizational performance, meta-analysis, strategy implementa-tion.
   
project Strategy Making and Strategic Initiatives
language English
kind of paper journal article
date of appearance 2-2011
journal Journal of Business Research
publisher Elsevier (Amsterdam)
ISSN 0148-2963
ISSN (online) 1873-7978
DOI 10.1016/j.jbusres.2010.02.004
volume of journal 64
number of issue 2
page(s) 126-133
review double-blind review
   
citation Kellermans, F., Walter, J., Floyd, S. W., & Lechner, C. (2011). To agree or not to agree? A meta-analytical review of strategic consensus and organizational performance. Journal of Business Research, 64(2), 126-133, DOI:10.1016/j.jbusres.2010.02.004.