Red Light, Green Light: Making Sense of the Organizational Context for Issue Selling

References

  • Ashford S. J. Feedback-seeking in individual adaptation: A resource perspective. Acad. Management J. (1986) 29:465–488CrossrefGoogle Scholar
  • Ashford S. J., Tsui A. Adaptive self-regulation: A process view of managerial effectiveness. J. Management (1994) 20:93–121Google Scholar
  • Ashford S. J., Rothbard N. P., Piderit S. K., Dutton J. E. Out on a limb: The role of context and impression management in selling gender-equity issues. Admin. Sci. Quart. (1998) 43:23–57CrossrefGoogle Scholar
  • Baron R. M., Kenny D. A. The moderator-mediator variable distinction in social psychological research: Conceptual, strategic and statistical considerations. J. Personality and Soc. Psych. (1986) 51:1173–1183CrossrefGoogle Scholar
  • Brewer M. B., Brown R. J., Gilbert D. T., Fiske S. T., Lindzey G. Intergroup relations. The Handbook of Social Psychology (1998) (McGraw-Hill, New York) 554–594Google Scholar
  • Bryne D., Clore G. L., Worchel P. Effect of economic similarity-dissimilarity on interpersonal attraction. J. Personality and Soc. Psych. (1966) 4:220–224CrossrefGoogle Scholar
  • Chatman J. A., Polzer J. T., Barsade S. G., Neale M. A. Being different yet feeling similar: The influence of demographic composition and organizational culture on work processes and outcomes. Admin. Sci. Quart. (1998) 43:749–780CrossrefGoogle Scholar
  • Drazin R., Glynn M. A., Kazanjian R. K. Multilevel theorizing about creativity in organizations: A sensemaking perspective. Acad. Management Rev. (1999) 24:286–307CrossrefGoogle Scholar
  • Dutton J. E., Ashford S. J. Selling issues to top management. Acad. Management Rev. (1993) 18:397–428CrossrefGoogle Scholar
  • Dutton J. E., Ashford S. J., O'Neill R. M., Lawrence K. A. Moves that matter: Issue selling and organizational change. Acad. Management J. (2001) 44:716–736CrossrefGoogle Scholar
  • Dutton J. E., Ashford S. J., Wierba E. E., O'Neill R. M., Hayes E. Reading the wind: How middle managers assess the context for selling issues to top managers. Strategic Management J. (1997) 18:407–425CrossrefGoogle Scholar
  • Ely R. J. The effects of organizational demographics and social identity on relationships among professional women. Admin. Sci. Quart. (1994) 39:203–238CrossrefGoogle Scholar
  • Fedor D. B., Eder R. W., Buckley M. R. The contributory effects of supervisor intentions on subordinate feedback responses. Organ. Behavior and Human Decision Processes (1989) 44:396–414CrossrefGoogle Scholar
  • Feldman J. M., Lynch J. G. Self-generated validity and other effects of measurement on belief, attitude, intention, and behavior. J. Appl. Psych. (1988) 73:421–435CrossrefGoogle Scholar
  • Fiske S. T., Dépret E., Stroebe W., Hewstone M. Control, interdependence, and power: Understanding social cognition in its social context. European Review of Social Psychology (1996) (John Wiley & Sons, New York) 31–61Google Scholar
  • Floyd S. W., Wooldridge B. J.The Strategic Middle Manager (1996) (Jossey-Bass, San Francisco, CA) Google Scholar
  • Floyd S. W., Wooldridge B. J.Reconceptualizing Strategy Process: A Middle Level Perspective (1999) (Sage Publications, Thousand Oaks, CA) Google Scholar
  • Gherardi S., Nicolini D., Odella F. Toward a social understanding of how people learn in organizations: The notion of situated curriculum. Management Learning (1998) 29:273–297CrossrefGoogle Scholar
  • Gioia D. A., Chittipeddi K. Sensemaking and sensegiving in strategic change invitation. Strategic Management J. (1991) 12:433–448CrossrefGoogle Scholar
  • Harquail C. V. F. When one speaks for many: The influence of social identification on group advocacy in organizations. (1996) . Unpublished doctoral dissertation, University of Michigan Business School, Ann Arbor, MIGoogle Scholar
  • Herr P. M., Kardes F. R., Kim J. Effects of word-of-mouth and product-attribute information on persuasion: An accessibility-diagnosticity perspective. J. Consumer Res. (1991) 17:454–462CrossrefGoogle Scholar
  • Howell J., Higgins C. Champions of technological innovation. Admin. Sci. Quart. (1990) 35:317–341CrossrefGoogle Scholar
  • Jones E. E., Nisbett R. E., Jones E. E., Kanouse D. E., Kelley H. H., Nisbett R. E., Valins S., Weiner B. The actor and the observer: Divergent perceptions of the causes of behavior. Attribution: Perceiving the Causes of Behavior (1972) (General Learning Press, Morristown, NJ) 79–94Google Scholar
  • Kanter R. M.Men and Women of the Corporation (1977) (Basic Books, New York) Google Scholar
  • Koene B. A., Boone C. A. J. J., Soeters J. L., Sackmann S. Organizational factors influencing homogeneity and heterogeneity of organizational cultures. Cultural Complexity in Organizations (1997) (Sage Publications, Thousand Oaks, CA) 273–293Google Scholar
  • Krackhardt D. Assessing the political landscape: Structure, cognition, and power in organizations. Admin. Sci. Quart. (1990) 35:342–369CrossrefGoogle Scholar
  • Lawrence B. S. New wrinkles in the theory of age: Demography, norms, and performance ratings. Acad. Management J. (1988) 31:309–337CrossrefGoogle Scholar
  • Lawrence B. S. The black box of organizational demography. Organ. Sci. (1997) 8:1–22LinkGoogle Scholar
  • Lazarus R. S., Folkman S.Stress, Appraisal, and Coping (1984) (Springer, New York) Google Scholar
  • Louis M. R. Surprise and sense making: What newcomers experience in entering unfamiliar organizational settings. Admin. Sci. Quart. (1980) 25:226–251CrossrefGoogle Scholar
  • Martin J., Meyerson D., Kramer R. M., Neale M. A. Women and power: Conformity, resistance, and disorganized coaction. Power and Influence in Organizations (1998) (Sage Publications, Thousand Oaks, CA) 311–348CrossrefGoogle Scholar
  • Martin J., Brickman P., Murray A. Moral outrage and pragmatism: Explanations for collective action. J. Experimental Soc. Psych. (1984) 20:484–496CrossrefGoogle Scholar
  • Martin J., Knopoff K., Beckman C. An alternative to bureaucratic impersonality and emotional labor: Bounded emotionality at the body shop. Admin. Sci. Quart. (1998) 43:429–469CrossrefGoogle Scholar
  • McGowen R. R., Hart L. E. Still different after all these years: Gender differences in professional identity formation. Professional Practice Psych.—Res. Practice (1990) 21:118–123CrossrefGoogle Scholar
  • Meyerson D. E.Tempered Radicals: How People Use Difference to Inspire Change at Work (2001) (Harvard Business School Press, Boston, MA) Google Scholar
  • Miceli M. P., Near J. P.Blowing the Whistle (1992) (Lexington Books, New York) Google Scholar
  • Miles M. B., Huberman A. M.Qualitative Data Analysis: A Sourcebook of New Methods (1984) (Sage Publications, Newbury Park, CA) Google Scholar
  • Morrison A. M., White R. P., Van Velsor E.Breaking the Glass Ceiling: Can Women Reach the Top of America's Largest Corporations? (1987) (Addison Wesley, Reading, MA) Google Scholar
  • Morrison E. W., Milliken F. J. Organizational silence: A barrier to change and development in a pluralistic world. Acad. Management Rev. (2000) 25:706–725CrossrefGoogle Scholar
  • Morrison E. W., Phelps C. C. Taking charge at work: Extrarole efforts to initiate workplace change. Acad. Management J. (1999) 42:403–419CrossrefGoogle Scholar
  • Reardon K. The memo every woman keeps in her desk. Harvard Bus. Rev. (1993) 71:3–8Google Scholar
  • Schein E.Organizational Culture and Leadership (1985) (Jossey-Bass Publishers, San Francisco, CA) Google Scholar
  • Steele C. M. A threat in the air: How stereotypes shape intellectual identity and performance. Amer. Psychologist (1997) 52:613–629CrossrefGoogle Scholar
  • Tajfel H., Turner J. C., Worchel S., Austin W. G. The social identity theory of intergroup behavior. Psychology of Intergroup Relations (1986) (Nelson-Hall, Chicago, IL) 7–24Google Scholar
  • Turner B. A.Exploring the Industrial Subculture (1971) (Macmillan, London, U.K) CrossrefGoogle Scholar
  • U.S. General Accounting Office and the Offices of U.S. Representatives Dingell and Maloney (2002) . A new look through the glass ceiling: Where are the women? Washington, D.C. Retrieved February 3, 2002, from http://www.house.gov/maloney/issues/womenscaucus/glassceiling.pdfGoogle Scholar
  • Weick K. E.Sensemaking in Organizations (1995) (Sage Publications, Newbury Park, CA) Google Scholar
  • Weiss J. The powers of problem definition: The case of government paperwork. Policy Sci. (1989) 22:97–121CrossrefGoogle Scholar
  • Whitener E. M., Brodt S. E., Korsgaard M. A., Werner J. M. Managers as initiators of trust: An exchange relationship framework for understanding managerial trustworthy behavior. Acad. Management Rev. (1998) 23:513–530CrossrefGoogle Scholar
  • Zald M. N., Berger M. A. Social movements in organizations: Coup d'etat, insurgency, and mass movements. Amer. J. Sociology. (1978) 83:823–861CrossrefGoogle Scholar
INFORMS site uses cookies to store information on your computer. Some are essential to make our site work; Others help us improve the user experience. By using this site, you consent to the placement of these cookies. Please read our Privacy Statement to learn more.