Abstract
This article develops a model of strategic agenda building describing the conditions under which strategic issues are likely to receive collective organizational attention. The model depicts how the issue and organizational contexts determine the issues that reach the agenda. Within the issue context, the salience of an issue (i.e., its perceived magnitude, its abstractness, simplicity and immediacy) and the level of issue sponsorship (i.e., issue attachment and strategic location) determine the force behind an issue and the likelihood that it will be placed on the strategic agenda. However, the effect of issue salience and sponsorship on an issue's force is moderated by the size and variety of issues already under consideration (i.e., the agenda structure). The article concludes with consideration of the theoretical and practical implications of this dynamic, process-oriented approach to strategic issue identification and legitimation.
Sign-in/Register to access full text options 
Talk to us
Join us for a 30 min session where you can share your feedback and ask us any queries you have
Schedule a callDisclaimer: All third-party content on this website/platform is and will remain the property of their respective owners and is provided on "as is" basis without any warranties, express or implied. Use of third-party content does not indicate any affiliation, sponsorship with or endorsement by them. Any references to third-party content is to identify the corresponding services and shall be considered fair use under The CopyrightLaw.
