Moves that matter: Issue selling and organizational change

In this study, we examined 82 accounts of "issue selling" to better underst and managers' implicit theories for successfully shaping change from below by directing the attention of top management. The study reveals the importa nce of various issue-selling moves, including packaging, involvement, and t iming. Managerial accounts uncover three kinds of contextual knowledge that are critical to the execution of issue-selling moves. The study shows mana gers actively shaping the issue-selling microprocesses that contribute to o rganizational change.