Selling Issues to Top Management. Dutton, J. E. & Ashford, S. J. Academy of Management Review, 18(3):397--428, July, 1993. ![Selling Issues to Top Management [link]](https://bibbase.org/img/filetypes/link.svg "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}
}
Downloads: 0
{"_id":"6w4tBQwfw9duiyPk2","bibbaseid":"dutton-ashford-sellingissuestotopmanagement-1993","downloads":0,"creationDate":"2016-09-09T06:27:32.810Z","title":"Selling Issues to Top Management","author_short":["Dutton, J. E.","Ashford, S. J."],"year":1993,"bibtype":"article","biburl":"https://www.sfu.ca/~howlett/howlett16.bib","bibdata":{"bibtype":"article","type":"article","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":[{"propositions":[],"lastnames":["Dutton"],"firstnames":["Jane","E."],"suffixes":[]},{"propositions":[],"lastnames":["Ashford"],"firstnames":["Susan","J."],"suffixes":[]}],"month":"July","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","bibtex":"@article{dutton_selling_1993,\n\ttitle = {Selling {Issues} to {Top} {Management}},\n\tvolume = {18},\n\tissn = {0363-7425, 1930-3807},\n\turl = {http://amr.aom.org.proxy.lib.sfu.ca/content/18/3/397},\n\tdoi = {10.5465/AMR.1993.9309035145},\n\tabstract = {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.},\n\tlanguage = {en},\n\tnumber = {3},\n\turldate = {2014-01-09},\n\tjournal = {Academy of Management Review},\n\tauthor = {Dutton, Jane E. and Ashford, Susan J.},\n\tmonth = jul,\n\tyear = {1993},\n\tkeywords = {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},\n\tpages = {397--428},\n\tfile = {Snapshot:files/48032/397.html:text/html}\n}\n\n","author_short":["Dutton, J. E.","Ashford, S. J."],"key":"dutton_selling_1993","id":"dutton_selling_1993","bibbaseid":"dutton-ashford-sellingissuestotopmanagement-1993","role":"author","urls":{"Paper":"http://amr.aom.org.proxy.lib.sfu.ca/content/18/3/397"},"keyword":["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"],"downloads":0},"search_terms":["selling","issues","top","management","dutton","ashford"],"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"],"authorIDs":[],"dataSources":["Bn7xRaKMY43f7hFwh"]}