Abstract
This article examines how idea selling is practiced in three different team contexts of innovative work. With idea selling, we refer to practices that aim at affecting decision maker’s attention to and understanding of relevant issues in idea development efforts with the intention of gaining support and resources for the issue at hand. Based on qualitative data, our results show that all three teams use collaborative tactics as a means of subtle issue selling, which enabled them to blur boundaries between seller-customer roles as well as status quo and novelty.
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