Abstract
To date, strategic consensus research is mostly silent about the identity processes accompanying the dynamics of consensus and their joint influence on group behavior and outcomes. Applying the lenses of self-categorization and social identity theory to strategic consensus research, this paper examines the interaction between identity configurations (i.e., demographic faultlines) and particular distributions of strategic orientation within decision- making groups in their influencing information-processing behavior. We hypothesize, in particular, that 1) sharing a strategic orientation more with similar group members than dissimilar ones 2) the level of understanding of each other’s strategic orientation and 3) highly diverging orientation between two individuals from opposing faultline subgroups, crowd out positive effects of strong demographic faultlines on salient subgroupings. Panel data from 48 groups undertaking a strategic business simulation at a UK University provide support for some of our predi...
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