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Strategic consensus building : A single case study in a merged organization

Background: Considering high merger failure in the process of strategy implementation, there is a need to elaborate on strategic consensus building during this major organizational change. Purpose: To gain understanding about the strategic consensus building process in a merged organization from a teleological perspective. The premerger influence and the intervening circumstances are expected to affect the process of consensus building. Methodology: A single case study approach was taken by interviewing twelve senior managers from two hierarchical levels as well as five managers from the corporate strategy department of a merged organization to gain a comprehensive understanding of the research topic. Findings: The empirical findings indicated that consensus on strategic priorities is essential for further development of a merged organization. In addition, this study has identified three strategic consensus building facilitators vertical communication, transparency, and agility.

Identiferoai:union.ndltd.org:UPSALLA1/oai:DiVA.org:liu-141694
Date January 2017
CreatorsBuijs, Sonja, Langguth, Julia
PublisherLinköpings universitet, Företagsekonomi, Linköpings universitet, Filosofiska fakulteten, Linköpings universitet, Företagsekonomi, Linköpings universitet, Filosofiska fakulteten
Source SetsDiVA Archive at Upsalla University
LanguageEnglish
Detected LanguageEnglish
TypeStudent thesis, info:eu-repo/semantics/bachelorThesis, text
Formatapplication/pdf
Rightsinfo:eu-repo/semantics/openAccess

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