Proposing an Integrative Framework of Strategic Consensus

This paper considers literature from the fields of organisational theory, management decision-making and strategic management theory. Various literature viewpoints pertaining to strategic consensus are integrated in a single integrative framework. The paper adopts a critical-dialectic approach to expand the debate surrounding the possible limitations of strategic consensus elements on the long-term impact and outputs pursued by a public university. The context for the investigation is the Higher Education arena where recent protests on South African university campuses have affirmed the need to rethink strategic management practices at universities. The paper argues that strategic consensus is inextricably interwoven with organisational identify and should include ends consensus and means consensus, with an ultimate focus on the strategic priorities. Key stakeholders should agree on strategic actions to be taken in line with the strategic priorities, to ensure commitment and ultimately coordinated implementation. The author submits that stakeholder dialogue should be considered to counter identity fragmentation and organisational paralysis due to a lack of strategic consensus.