AGREEMENT BETWEEN TOP MANAGEMENT TEAMS AND EXPECTATIONS FOR POST ACQUISITION PERFORMANCE
AGREEMENT BETWEEN TOP MANAGEMENT TEAMS AND EXPECTATIONS FOR POST ACQUISITION PERFORMANCE
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DOI：
10.1002/smj.4250130402
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发表时间：
1992-05-01
影响因子：
8.3
通讯作者：
CORREA, ME
中科院分区：
文献类型：
--
作者：
SHANLEY, MT;CORREA, ME
本文探讨了决策者共识、社会背景和绩效之间关系的理论差距。协议被认为是嵌入在群体间关系的社会背景中的多维结构。规定了一致性的四个维度：(1) 感知一致性，(2) 实际一致性，(3) 准确性，以及 (4) 与自己组织的一致性。以这种方式理解，协议与成功预期相关。对从这一观点得出的假设进行的实证检验是基于两家医院的高层管理团队在收购后一年就收购目标达成一致的数据。结果支持了对一致性的多维观点、群体间背景的重要性以及一致性和成功期望的关联。
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.