Managerial consensus and corporate strategy: why do executive agree or disagree about corporate strategy?

Véronique Ambrosini, Cliff Bowman

Research output: Contribution to journalArticleResearchpeer-review

12 Citations (Scopus)

Abstract

This paper reports on a study which examined firstly the extent to which managers from the same corporation shared similar perceptions of corporate strategy, secondly, the extent of consensus across the corporations and finally the extent of consensus about different rationales for corporate strategy. The results revealed that consensus was not widespread. We suggest that this could occur where the rationale is unknown to the entire managerial team, ambiguous, regarded as unbelievable or of little interest. We also explain why there was generally consensus about competence-based strategies, and a lack of consensus about the motives for divestment and acquisition strategies.

Original languageEnglish
Pages (from-to)213-221
Number of pages9
JournalEuropean Management Journal
Volume21
Issue number2
DOIs
Publication statusPublished - Apr 2003
Externally publishedYes

Keywords

  • Consensus
  • Corporate strategy
  • Managerial perceptions

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