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Consensus formation during strategic change

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  • Lívia Markóczy

Abstract

This paper offers a refined conceptualization of consensus formation and demonstrates in three organizations how this conceptualization enables us to uncover new patterns of consensus building. It describes a longitudinal study which investigated consensus formation in three organizations undergoing major strategic change. The study explored whether consensus building occurred during the strategic change and, if so, how. Initial participants of consensus were also investigated as well as changes in the scope of participants in consensus. Consensus building did occur, but contrary to some views less through an increase in the strength of consensus and more through an increase in the scope of consensus. Additionally, initial consensus was not located among members of the top management team, but more within an interest group whose members benefited from the given direction of the change. Copyright © 2001 John Wiley & Sons, Ltd.

Suggested Citation

  • Lívia Markóczy, 2001. "Consensus formation during strategic change," Strategic Management Journal, Wiley Blackwell, vol. 22(11), pages 1013-1031, November.
    • Handle: RePEc:bla:stratm:v:22:y:2001:i:11:p:1013-1031
    DOI: 10.1002/smj.193
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    Cited by:

    1. Sylvie Rascol-Boutard & Alain Briole, 2004. "L'approche des compétences dans la performance interorganisationnelle par l'utilisation des cartes cognitives," Post-Print hal-01634838, HAL.
    2. David Tegarden & Linda Tegarden & Wanda Smith & Steve Sheetz, 2016. "De-Fusing Organizational Power Using Anonymity and Cognitive Factions in a Participative Strategic Planning Setting," Group Decision and Negotiation, Springer, vol. 25(1), pages 1-29, January.
    3. David P. Tegarden & Linda F. Tegarden & Steven D. Sheetz, 2009. "Cognitive Factions in a Top Management Team: Surfacing and Analyzing Cognitive Diversity using Causal Maps," Group Decision and Negotiation, Springer, vol. 18(6), pages 537-566, November.
    4. Schaffernicht, Martin F.G. & Groesser, Stefan N., 2014. "The SEXTANT software: A tool for automating the comparative analysis of mental models of dynamic systems," European Journal of Operational Research, Elsevier, vol. 238(2), pages 566-578.
    5. Rudd, John M. & Greenley, Gordon E. & Beatson, Amanda T. & Lings, Ian N., 2008. "Strategic planning and performance: Extending the debate," Journal of Business Research, Elsevier, vol. 61(2), pages 99-108, February.
    6. Winston Kwon & Ian Clarke & Ruth Wodak, 2014. "Micro-Level Discursive Strategies for Constructing Shared Views around Strategic Issues in Team Meetings," Journal of Management Studies, Wiley Blackwell, vol. 51(2), pages 265-290, March.
    7. Mark M. Suazo, 2007. "Implications of the Affective Response to Psychological Contract Breach," Working Papers 0028, College of Business, University of Texas at San Antonio.
    8. Simon Rafaqat & Sana Rafaqat & Sahil Rafaqat & Saoul Rafaqat & Dawood Rafaqat, 2023. "Shareholder Activism and Firm Performance: A Review," Journal of Economics and Behavioral Studies, AMH International, vol. 14(4), pages 31-41.
    9. Schotter, Andreas P.J. & Buchel, Olha & Vashchilko (Lukoianova), Tatiana, 2018. "Interactive visualization for research contextualization in international business," Journal of World Business, Elsevier, vol. 53(3), pages 356-372.
    10. Bongjin Kim & Mark M. Suazo & John E. Prescott, 2008. "Exploring the Cognitive Nature of Boards of Directors and Its Implication for Board Effectiveness," Working Papers 0032, College of Business, University of Texas at San Antonio.
    11. Alain Verbeke & James J. Chrisman & Wenlong Yuan, 2007. "A Note on Strategic Renewal and Corporate Venturing in the Subsidiaries of Multinational Enterprises," Entrepreneurship Theory and Practice, , vol. 31(4), pages 585-600, July.
    12. Tarakci, M. & Ates, N.Y. & Porck, J.P. & van Knippenberg, D.L. & Groenen, P.J.F. & de Haas, M., 2011. "Testing and Visualizing Strategic Consensus Within and Between Teams," ERIM Report Series Research in Management ERS-2011-015-MKT, Erasmus Research Institute of Management (ERIM), ERIM is the joint research institute of the Rotterdam School of Management, Erasmus University and the Erasmus School of Economics (ESE) at Erasmus University Rotterdam.
    13. Katsuhiko Shimizu, 2008. "New Strategy Implementation and Learning: Importance of Consensus," Working Papers 0034, College of Business, University of Texas at San Antonio.
    14. B. Westbrock & K.S. Muehlfeld & Utz Weitzel, 2017. "Selecting Legal Advisor in M&A’s: Organizational Learning and the Role of Multiplicity of Mental Models," Working Papers 17-19, Utrecht School of Economics.
    15. Kellie-Ann Armitt & Janette Young & Rose Boucaut, 2022. "A Qualitative Analysis of Management Perspectives on Seeking to Implement the Foster Cat Project in Residential Aged Care in the Context of COVID-19," IJERPH, MDPI, vol. 20(1), pages 1-15, December.

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