DISENTANGLING STRATEGIC CONSENSUS: STRATEGIC CONSENSUS TYPES, PSYCHOLOGICAL BONDS, AND THEIR EFFECTS ON STRATEGIC CLIMATE

• 成果类型: Article
• 署名作者: Bragaw, Nathan A.; Misangyi, Vilmos F.
• 署名单位: University of Delaware; Pennsylvania Commonwealth System of Higher Education (PCSHE); Pennsylvania State University; Pennsylvania State University - University Park; Pennsylvania Commonwealth System of Higher Education (PCSHE); Pennsylvania State University; Pennsylvania State University - University Park
• 刊物名称: ACADEMY OF MANAGEMENT REVIEW
• ISSN/ISSBN: 0363-7425
• DOI: 10.5465/amr.2016.0228
• 发表日期: 2022
• 页码: 668-691
• 关键词: MIDDLE MANAGEMENT INVOLVEMENT; DECISION-MAKING TEAMS; SHARED MENTAL MODELS; dialectical inquiry; organizational performance; ALTERNATIVE ATTRACTIVENESS; social-interaction; GOAL ORIENTATION; devils advocacy; ETHICAL CLIMATE

摘要

Strategic consensus has long been held by academics and managers alike as crucial for organizational effectiveness. Yet, studies have failed to consistently demonstrate this importance. These equivocal findings have been attributed to the lack of clarity of the strategic consensus construct. We contend that current notions of strategic consensus have broadened the construct to the point that it has become indistinguishable fromorganizational strategic climate, which is a distinct, but related, construct. Moreover, we depart from past studies that have essentially treated commitment as an element of strategic consensus. Instead, we suggest that commitment is but one of several possible psychological bonds generated by strategic consensus. We therefore reconceptualize strategic consensus, disentangling it from commitment and strategic climate, and theorize how these three distinct constructs are interrelated. Specifically, we suggest that a strategic consensus influences strategic climate through both symbolic and substantive means, and that the latter occurs through a relationship mediated by the psychological bond that the strategic decision-makers hold toward the strategic decision. In so doing, our theorization paves the way for future research to explore how this constellation of constructs works together to affect more distal organizational outcomes such as strategic implementation, and ultimately, firmperformance.