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This paper examines the relationship between strategic consensus within top management teams and organizational performance in a sample of 36 firms from the lodging industry. Findings suggest that there may be a curvilinear relationship between these two variables. Too much agreement by a firm's top management team may be just as unhealthy as too little agreement. Although strategic consensus is only one of many factors influencing performance, these results indicate that it should not be ignored. Key Words: Strategic Consensus, Organization Performance.
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