01996nas a2200169   4500008004100000245009000041210006900131260000900200300001200209490000700221520141000228653001501638100001301653700001801666700002101684856012101705       2005                        eng d00aToward a model of issue-selling by subsidiary managers in multinational organizations0 aToward a model of issueselling by subsidiary managers in multina  c2005  a637-6540 v363 aIn multinational organizations, local market responsiveness is critical to the development of effective strategies. This responsiveness is expected to occur in part as the result of upward influence from local subsidiary managers, who represent the local culture and shift relevant priorities accordingly. Issue-selling ” defined as directing top management's attention to particular issues and helping them understand such issues ” is one important way in which subsidiary managers pursue upward influence. The purpose of this paper is to help multinational organizations better facilitate and exploit potentially valuable input from local subsidiary managers. To do so, we propose an acculturated view of issue-selling. More specifically, we argue that subsidiary managers socialized by different national cultures vary: (1) in the extent to which their intention to sell issues is influenced by various contextual cues; and (2) in their choice of selling strategies. These theoretical differences suggest that local subsidiary managers from different cultures will differ in the way they approach issue-selling and, in turn, in the way they influence the strategy-making process. The discussion traces the implications of this line of reasoning for future research on the influence of local subsidiary managers and, more generally, for research on the cultural embeddedness of the strategy process.10aManagement1 aLing, Y.1 aFloyd, S., W.1 aBaldridge, David  u/biblio/toward-model-issue-selling-subsidiary-managers-multinational-organizations-001913nas a2200169   4500008004100000245014900041210006900190260000900259300001400268490000700282520124500289653001501534100002101549700001801570700001701588856013801605       2004                        eng d00aAre managers from Mars and academicians from Venus? Toward an understanding of the relationship between academic quality and practical relevance0 aAre managers from Mars and academicians from Venus Toward an und  c2004  a1063-10740 v253 aIn this paper, we propose a positive relationship between the academic quality and practical relevance of management research. The basis for this is the idea that academicians and practitioners both value research that is interesting and justified - meaning research that challenges and extends existing beliefs and research that offers compelling evidence for its conclusions. We acknowledge that there are likely to be many cases where academicians and practitioners disagree on what is interesting and justified. We argue, however, that there are also likely to be cases where the judgments of the two groups converge. Results from a stratified, random sample of 120 publications are consistent with this argument - showing a positive correlation between an objective measure of an article's academic quality and expert panel ratings of its practical relevance. The analysis also shows positive associations between panel members' global assessment of relevance and ratings of an article's interestingness and justification. These results lend support to the hypothesized overlap, but leave room for considerable difference in the way practitioners and academicians evaluate management research. Copyright © 2004 John Wiley & Sons, Ltd.10aManagement1 aBaldridge, David1 aFloyd, S., W.1 aMackoczy, L.  u/biblio/are-managers-mars-and-academicians-venus-toward-understanding-relationship-between-academic-0