Consensus formation during strategic change
重新定义了共识形成的概念，并通过三家经历重大战略变革的组织，揭示了共识建立的新模式：共识更多通过扩大参与范围而非增强共识强度来实现，且初始共识并非来自高层管理团队，而是来自受益于变革方向的利益群体。
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.