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dc.contributor.authorMayer, Julie*
dc.date.accessioned2017-07-06T13:42:05Z
dc.date.available2017-07-06T13:42:05Z
dc.date.issued2016
dc.identifier.urihttps://basepub.dauphine.fr/handle/123456789/16593
dc.language.isoenen
dc.subjectVente
dc.subjectSelling
dc.subjectIssue-selling
dc.subjectManagers
dc.subjectManagement
dc.subject.ddc658.8en
dc.subject.classificationjelD.D1.D10en
dc.subject.classificationjelM.M1.M11en
dc.subject.classificationjelM.M3.M31en
dc.titleFrom “issue-selling” to “issue-buying”: what generates strategists’ attention to risks
dc.typeCommunication / Conférence
dc.description.abstractenThe concept of “issue-selling” captures how internal and external actors influence top or middle managers’ attention toward specific issues. According to the literature, issue-selling succeeds when top or middle managers perceive the salience of the issue. In this paper, we argue that their attention also depends on how they perceive the issue-selling practices addressed to them. While issue-selling studies have mainly focused on why and how issue-selling is performed, this article focuses on how issue-selling is perceived. We studied how top and middle managers perceived issue-selling actions performed by their risk manager through 38 interviews in 11 companies. We show that issue-selling can lead to issue-buying through three kinds of triggers. Results also challenge the common assumption that issue-selling moves generate attention, by showing how issue-selling’s side effects lead to inattention to risks.
dc.subject.ddclabelMarketingen
dc.relation.conftitleSMS 36th annual conference
dc.relation.confcityBerlin
dc.relation.confcountryGERMANY
dc.relation.forthcomingnonen
dc.description.ssrncandidatenon
dc.description.halcandidateoui
dc.description.readershiprecherche
dc.description.audienceInternational
dc.date.updated2018-10-29T11:48:11Z
hal.person.labIds1032*
hal.identifierhal-01620193*


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