The DOI matches its OpenAlex record; 5 of the 5 references it cites were found in a registry or an index.
SELLING ISSUES TO TOP MANAGEMENT
Abstract
The time and attention of top management in an organization are critical, but limited, resources. This article develops insights on issue selling as a process that is central to explaining how and where top management allocates its time and attention. We see issue selling as a critical activity in the early stages of organizational decision-making processes. We first clarify the value of understanding issue selling at the individual and organizational levels and from both symbolic and instrumental perspectives. We then develop a framework for describing and studying issue selling in organizations that draws on three different theoretical perspectives: issue selling as upward influence, issue selling as claiming behaviors, and issue selling as impression management. We use the different perspectives to develop a set of testable research propositions. The article concludes with a discussion of practical and theoretical implications of the issue-selling framework.
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Citations
Cites
The Influence of Source Credibility on Communication Effectiveness
Hovland, C. I., & Weiss, W. (1951) · Public Opinion Quarterly · doi:10.1086/266350 · Cited by 3,543
Being in the Right Place: A Structural Analysis of Individual Influence in an Organization
Brass, D. J. (1984) · Administrative Science Quarterly · doi:10.2307/2392937 · Cited by 1,549
Social Problems as Collective Behavior
Blumer, H. (1971) · Social Problems · doi:10.2307/799797 · Cited by 1,281
Strategy implementation versus middle management self‐interest
Guth, W. D., & Macmillan, I. C. (1986) · Strategic Management Journal · doi:10.1002/smj.4250070403 · Cited by 671
Developing a process model of problem recognition
Cowan, D. A. (1986) · The Academy of Management Review · doi:10.2307/258395 · Cited by 257
Cited by
WHY COMPANIES GO GREEN: A MODEL OF ECOLOGICAL RESPONSIVENESS.
Bansal, P., & Roth, K. (2000) · Academy of Management Journal · doi:10.2307/1556363 · Cited by 4,020
HELPING AND VOICE EXTRA-ROLE BEHAVIORS: EVIDENCE OF CONSTRUCT AND PREDICTIVE VALIDITY.
Van Dyne, L., & LePine, J. A. (1998) · Academy of Management Journal · doi:10.2307/256902 · Cited by 3,178
Organizational Silence: A Barrier to Change and Development in a Pluralistic World
Morrison, E. W., & Milliken, F. J. (2000) · The Academy of Management Review · doi:10.2307/259200 · Cited by 2,776
Proactive Behavior in Organizations
Crant, J. M. (2000) · Journal of Management · doi:10.1177/014920630002600304 · Cited by 2,701
Making Things Happen: A Model of Proactive Motivation
Parker, S. K., Bindl, U. K., & Strauss, K. (2010) · Journal of Management · doi:10.1177/0149206310363732 · Cited by 2,096
Metadata
- Authors
- Dutton, J. E., & Ashford, S. J.
- Venue
- Academy of Management Review
- Publisher
- Academy of Management
- Published
- 1993-07-01
- Volume
- 18
- Issue
- 3
- Pages
- 397-428
- ISSN
- 0363-7425 (ISSN-L)
- OpenAlex
- W2108388346
- Cited by
- 941
- References
- 5
- FWCI
- 13.38
- Type
- journal article
- Language
- en
- Open access
- closed
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- Dutton, J. E., & Ashford, S. J. (1993). SELLING ISSUES TO TOP MANAGEMENT. Academy of Management Review. https://doi.org/10.5465/amr.1993.9309035145
Data sources
Bibliographic data: Semantic Scholar, OpenAlex, Crossref.
Contains information from the Semantic Scholar Academic Graph Datasets, made available under the ODC Attribution License (ODC-BY 1.0).
Semantic Scholar’s data is described in: Kinney, R., et al. (2023). The Semantic Scholar Open Data Platform. arXiv:2301.10140.
