Why firms adhere to or deviate from their strategic plans is poorly understood. However, theory and limited research suggest that the process through which such plans emerge may play a part. In particular, top management decision-sharingâ€” consensus-oriented, team-based decision-makingâ€”may increase the likelihood that firms will adhere to their plans, because those involved in the decision-making may be more com- mitted to the chosen course of action, thereby increasing the likelihood that organizations will subsequently adhere to their plans.
However, the relationship between top management decision-sharing and adherence to plans may be affected by a firmâ€™s strategic mission (its fun- damental approach to increasing sales revenue and market share, and generating cash flow and short-term profits). At one end of the strategic mission continuum, â€œbuildâ€