Top management team group factors, consensus, and firm performance

Abstract The results of recent consensus‐performance research have been equivocal. Substantive and methodological issues are examined to suggest reasons for this equivocality. Top management team composition, structure, and decision processes are proposed as antecedents to the consensus‐performance relationship. An argument is developed for a curvilinear aggregate consensus‐performance relationship, moderated by environmental dynamism. A model and associated propositions are advanced to further descriptive and normative theory.