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Agreement between top management teams and expectations for post acquisition performance
Author(s) -
Shanley Mark T.,
Correa Mary E.
Publication year - 1992
Publication title -
strategic management journal
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 11.035
H-Index - 286
eISSN - 1097-0266
pISSN - 0143-2095
DOI - 10.1002/smj.4250130402
Subject(s) - agreement , context (archaeology) , psychology , construct (python library) , decision maker , association (psychology) , knowledge management , social psychology , computer science , business , operations research , mathematics , paleontology , philosophy , linguistics , psychotherapist , biology , programming language
This paper addresses theoretical gaps in the relationships among decision maker agreement, social context, and performance. Agreement is considered a multidimensional construct that is embedded in a social context of intergroup relationships. Four dimensions of agreement are specified: (1) perceived agreement, (2) actual agreement, (3) accuracy, and (4) agreement with one's own organization. Understood this way, agreement is associated with success expectations. Empirical tests of hypotheses derived from this view are based on data concerning agreement on acquisition goals by the top management teams from two hospitals in the year following an acquisition. Results support a multidimensional view of agreement, the importance of the intergroup context, and the association of agreement and expectations for success.