Moves that matter: Issue selling and organizational change.

By Jane E. Dutton, Susan J. Ashford, R. O’Neill, Katherine A. Lawrence. 2001

906 citations recorded by the source corpus.

Subfields: Accounting, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/fd7866290df50991c306472e773f00e7947f1e33

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Accounting

In Organizational Behavior and Human Resource Management

Citations in the corpus

GETTING CREDIT FOR PROACTIVE BEHAVIOR:SUPERVISOR REACTIONS DEPEND ON WHAT YOU VALUE AND HOW YOU FEEL (2009, background): “…and prevented (Van Dyne & LePine, 1998); issue-selling enables supervisors to revise their strategies to address important organizational issues (Dutton et al., 2001); taking charge provides improvements to working methods that increase the quality and quantity of output (Morrison & Phelps,…”
Proactive Work Behavior: Forward-Thinking and Change-Oriented Action in Organizations (2011, background): “Qualitative methods that involve a more exploratory approach could also be useful for understanding the processes that underpin proactivity (Dutton et al., 1997, 2001; Howell & Boies, 2004).”
Technology-Based New Product Development Partnerships (2006, neutral): “This procedure models the weights (γ i) of the first-order factors to the second-order factor derived using a principal components factor analysis ( Diamantopoulos & Winklhofer, 2001 ):”
Doing more with less? Employee reactions to psychological contract breach via target similarity or spillover during public sector organizational change (2014, neutral): “Multiple changes were therefore occurring simultaneously, akin to a “cacophony of change” (Dutton et al., 2001, p. 716).”
Putting Creativity to Work: The Implementation of Creative Ideas in Organizations (2012, background): “The sparse knowledge that does exist about whether certain behaviors enhance the probability of successfully selling an issue comes from qualitative work (e.g., Dutton et al., 2001).”
Toward a model of issue-selling by subsidiary managers in multinational organizations (2005, background): “The last issue-selling strategy is formality, or whether or not the sellers' influence attempt uses official processes and procedures (Dutton and Ashford, 1993; Dutton et al., 2001).”
The combined influence of top and middle management leadership styles on absorptive capacity (2012, methodology): “In a packaging move, the issue seller can either present the issue by using the logic of a business plan, or bundle it with a valued goal or objective of the organization (Dutton et al., 2001).”
Sensemaking in Crisis and Change: Inspiration and Insights from Weick (1988) (2010, background): “With the growing interest in the microprocesses that underlie organizational change (e.g. Dutton et al., 2001; Reay et al., 2006), we begin by considering sensemaking by the different actors involved in strategic change processes.”