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

Abstract: 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.