Consensus formation during strategic change
重新定义了共识形成概念，通过对三家经历重大战略变革的组织进行纵向研究，发现共识构建更多通过扩大参与者范围而非增强共识强度实现，且初始共识常来自受益于变革方向的利益群体。
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. Biographical Note Ĺivia Markoczy is an assistant professor of strategic management at the Gary Anderson Graduate School of Management at the University of California, Riverside. Previously she was a Research Fellow at Cranfield School of Management, an “adjuntus” at the Budapest University of Economics and she worked for the Research Institute of the Hungarian Ministry of Industry. She received her PhD from Cambridge University. She can be reached at Livia.Markoczy@ucr.edu. Acknowledgements This work was supported by two grants (F103 and F640) from the Hungarian Scientific Research Fund (OTKA). I would like to thank Jeff Goldberg for his comments on previous drafts of this paper and to Ferenc Toth, Tibor Pandi, and Laszlo Radacsi for assisting the data collection in the second phase of the study.