Do politicians see eye to eye? The relations between political group characteristics, perceived strategic plan quality, and strategic consensus in local governing majorities
By: Meyfroodt, Kenn
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Contributor(s): Desmidt, Sebastian | Goeminne, Stijn.
Material type: 
BookPublisher: Public Administration Review Description: 79(5), Sep/Oct, 2019: p.749-759.
In:
Public Administration ReviewSummary: Although strategic consensus is a core concept in strategic management research, empirical evidence is lacking on (1) the degree of strategic consensus in public organizations, (2) how strategic consensus is impacted by group characteristics specific to public strategic decision‐making groups, and (3) how strategic plans impact these relationships. An analysis of multisource data from 1,075 governing majority members nested in 256 Flemish municipalities (Belgium) indicates that within‐group strategic consensus varies among governing majorities and is negatively impacted by political diversity and political power, but these relationships are mediated by perceived strategic plan quality. The results indicate that the idiosyncrasies of public decision‐making groups can impede high levels of strategic consensus, but strategic plans can attenuate this effect by fulfilling a boundary‐spanning role. - Reproduced.
| Item type | Current location | Call number | Vol info | Status | Date due | Barcode |
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Articles
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Indian Institute of Public Administration | 79(5), Sep/Oct, 2019: p.749-759. | Available | AR122572 |
Although strategic consensus is a core concept in strategic management research, empirical evidence is lacking on (1) the degree of strategic consensus in public organizations, (2) how strategic consensus is impacted by group characteristics specific to public strategic decision‐making groups, and (3) how strategic plans impact these relationships. An analysis of multisource data from 1,075 governing majority members nested in 256 Flemish municipalities (Belgium) indicates that within‐group strategic consensus varies among governing majorities and is negatively impacted by political diversity and political power, but these relationships are mediated by perceived strategic plan quality. The results indicate that the idiosyncrasies of public decision‐making groups can impede high levels of strategic consensus, but strategic plans can attenuate this effect by fulfilling a boundary‐spanning role. - Reproduced.
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