Moves that Matter: Issue Selling and Organizational Change

Corporate Philanthropic Responses to Emergent Human Needs: The Role of Organizational Attention Focus

“…1) to explain how established management attention for people, places, and practices, respectively, interact to predict the likelihood of future charitable action. The attention-based view departs from the premise that decision makers have limited capacities to attend to the full range of stimuli they face, and that organizations harbor structural features that shape the relative distribution of attention (Barreto and Patient 2013;Dutton et al 2001;Ocasio 1997). If patterns of attention allocation determine when organizations allocate resources to address a given issue, then our framework is aimed at explaining how attention allocation activates some decisions and not others (Dutton et al 2001).…”

“…The attention-based view departs from the premise that decision makers have limited capacities to attend to the full range of stimuli they face, and that organizations harbor structural features that shape the relative distribution of attention (Barreto and Patient 2013;Dutton et al 2001;Ocasio 1997). If patterns of attention allocation determine when organizations allocate resources to address a given issue, then our framework is aimed at explaining how attention allocation activates some decisions and not others (Dutton et al 2001). We explain this variance in decision activation in terms of organizations' systematic variation in their attention focus (Barreto and Patient 2013;Nadkarni and Barr 2008); i.e., which elements of the organization and its environment figure most prominently in the organizational attention hierarchy (Davenport and Beck 2001).…”

Miners, politics and institutional caryatids: Accounting for the transfer of HRM practices in the Brazilian multinational enterprise

“…The means by which subsidiary management influence corporate management may include a diverse range of power of processes, including "issue-selling", "attention attraction", "lobbying" and the "exercise of voice" (Bouquet & Birkinshaw, 2008a;Cantwell & Mudambi, 2005;Dutton, Ashford, O'Neill & Lawrence, 2001;Gammelgaard, 2009;Ling, Baldridge & Floyd, 2005). The merits of their case is also likely to depend on their ability to exploit their subsidiary's "material" resources such as its place in the corporate value chain, its ability to deliver profits, meet targets, exercise control over critical resources, or perhaps simply from their possessing the wherewithal to navigate through a complex host environment (Bouquet & Bikinshaw, 2008b;Dörrenbächer & Gammelgaard, 2011;.…”

How many admirals does it take to change a light bulb? Organizational innovation, energy efficiency, and the United States Navy’s battle over LED lighting

“…Relevance is another way advocates attempt to justify a proposed choice. Studies of issueselling in organizations have found that issue sellers work hard to establish relevance by making linkages between their focal issue and other issues that their organization cares about [30]. In the absence of a dominant justification, actors resort to tallying rea-sons for a choice.…”