Moves that matter: Issue selling and organizational change

• 成果类型: Article
• 署名作者: Dutton, JE; Ashford, SJ; O'Neill, RM; Lawrence, KA
• 署名单位: University of Michigan System; University of Michigan; Suffolk University
• 刊物名称: ACADEMY OF MANAGEMENT JOURNAL
• ISSN/ISSBN: 0001-4273
• DOI: 10.5465/3069412
• 发表日期: 2001
• 页码: 716-736
• 关键词: strategy; work; performance; adaptation; management; KNOWLEDGE; patterns; context; MODEL; view

摘要

In this study, we examined 82 accounts of issue selling to better understand managers' implicit theories for successfully shaping change from below by directing the attention of top management. The study reveals the importance of various issue-selling moves, including packaging, involvement, and timing. Managerial accounts uncover three kinds of contextual knowledge that are critical to the execution of issue-selling moves. The study shows managers actively shaping the issue-selling microprocesses that contribute to organizational change.