Do group and organizational identification help or hurt intergroup strategic consensus?

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buir.contributor.authorAteş, Nüfer Yasin
dc.citation.epage260en_US
dc.citation.issueNumber2en_US
dc.citation.spage234en_US
dc.citation.volumeNumber46en_US
dc.contributor.authorPorck, J. P.
dc.contributor.authorvan Knippenberg, D.
dc.contributor.authorAteş, Nüfer Yasin
dc.contributor.authorGroenen, P. J. F.
dc.contributor.authorde Haas, M.
dc.date.accessioned2021-02-17T10:24:08Z
dc.date.available2021-02-17T10:24:08Z
dc.date.issued2020
dc.departmentDepartment of Managementen_US
dc.description.abstractImplementing strategy demands an organizationwide effort, where teams should not operate in isolation. A challenge many organizations face in implementing their strategy is eradicating silo thinking and creating shared understanding of strategy between interdependent teams—that is, intergroup strategic consensus. However, strategy process research is silent on how such intergroup strategic consensus can emerge. Drawing on social identity theory, we offer a lens to understand what influences the degree of intergroup strategic consensus. We unveil a tension between organizational and group identification such that organizational identification enhances intergroup strategic consensus, whereas group identification reduces it. Moreover, we hypothesize that high group identification crowds out positive effects of organizational identification on intergroup strategic consensus. Data from 451 intergroup relationships between 92 teams within a service organization support these hypotheses. We replicate our results using 191 intergroup relationships between 37 teams from another organization. These results allow us to develop an understanding of intergroup strategic consensus, expand the conversation in strategy process research to between-team interdependencies, and challenge the assumption in management literature and practice that higher identification is always desirable.en_US
dc.identifier.doi10.1177/0149206318788434en_US
dc.identifier.issn0149-2063
dc.identifier.urihttp://hdl.handle.net/11693/75271
dc.language.isoEnglishen_US
dc.publisherSAGE Publicationsen_US
dc.relation.isversionofhttps://dx.doi.org/10.1177/0149206318788434en_US
dc.source.titleJournal of Managementen_US
dc.subjectStrategic consensusen_US
dc.subjectIntergroup relationsen_US
dc.subjectIntergroup strategic consensusen_US
dc.subjectSocial identityen_US
dc.subjectStrategy processen_US
dc.subjectBehavioral strategyen_US
dc.titleDo group and organizational identification help or hurt intergroup strategic consensus?en_US
dc.typeArticleen_US

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