02002nas a2200169   4500008004100000245009000041210006900131260000900200300001200209490000700221520141000228653001501638100001301653700001801666700002101684856012701705       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  uhttps://stage.business.oregonstate.edu/biblio/toward-model-issue-selling-subsidiary-managers-multinational-organizations-0