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Consensus‐Performance Research: Theoretical and Empirical Extensions

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  • Gregory G. Dess
  • Richard L. Priem

Abstract

Research on the consensus‐performance relationship has typically used correlational data to examine the simple, bivariate relationship between top management team consensus and firm performance. the results of this research are equivocal. Recent theoretical work, however, suggests a number of ‘third variables’ that may provide additional insight into the consensus‐performance relationship through the ‘process of elaboration’. This paper presents theoretical models, based on recent theory building, that may be appropriate for incorporating these additional variables in future research.

Suggested Citation

  • Gregory G. Dess & Richard L. Priem, 1995. "Consensus‐Performance Research: Theoretical and Empirical Extensions," Journal of Management Studies, Wiley Blackwell, vol. 32(4), pages 401-417, July.
    • Handle: RePEc:bla:jomstd:v:32:y:1995:i:4:p:401-417
    DOI: 10.1111/j.1467-6486.1995.tb00782.x
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    Cited by:

    1. Temprano-García, Víctor & Rodríguez-Escudero, Ana Isabel & Rodríguez-Pinto, Javier, 2021. "Brand deletion implementation: The effect on performance of context and process factors," European Management Journal, Elsevier, vol. 39(1), pages 147-161.
    2. Margarida Rodrigues & Mário Franco, 2019. "The Corporate Sustainability Strategy in Organisations: A Systematic Review and Future Directions," Sustainability, MDPI, vol. 11(22), pages 1-22, November.
    3. Jeffrey G. Covin & Kimberly M. Green & Dennis P. Slevin, 2006. "Strategic Process Effects on the Entrepreneurial Orientation–Sales Growth Rate Relationship," Entrepreneurship Theory and Practice, , vol. 30(1), pages 57-81, January.

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