Selling Issues to Top Management. Dutton, J. E. and Ashford, S. J. Academy of Management Review, 18(3):397--428, July, 1993.
Selling Issues to Top Management [link]Paper  doi  abstract   bibtex   
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.
@article{dutton_selling_1993,
	title = {Selling {Issues} to {Top} {Management}},
	volume = {18},
	issn = {0363-7425, 1930-3807},
	url = {http://amr.aom.org.proxy.lib.sfu.ca/content/18/3/397},
	doi = {10.5465/AMR.1993.9309035145},
	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.},
	language = {en},
	number = {3},
	urldate = {2014-01-09},
	journal = {Academy of Management Review},
	author = {Dutton, Jane E. and Ashford, Susan J.},
	month = jul,
	year = {1993},
	keywords = {BUSINESS planning -- Social aspects, Communication, DECISION making -- Research, EXECUTIVES -- Attitudes, INFLUENCE (Psychology), lobbying, MANAGEMENT, PERSUASION (Psychology), POWER (Social sciences), SELLING -- Research, STRATEGIC planning -- Employee participation},
	pages = {397--428},
	file = {Snapshot:files/48032/397.html:text/html}
}
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