Year: 2026
Type: book-chapter
Abstract: Both employees and managers are encouraged to spot problems and suggest improvements and ideas that could boost organisational performance.But even when this is strongly encouraged, many ideas don't go farther than the discussion or brainstorm in which they are born.An idea is not sufficient to guarantee improvement; an idea must be communicated effectively, accepted and put into action to create value.In an organisation, the term selling ideas implies that people share their ideas with other people inside the organisation to get them to understand, support, and adopt the ideas.The internal idea selling is a key component in the effectiveness of management that is analysed in this article.Rather than viewing the practice as manipulation or political manoeuvring, it is seen as a relational, ethical and strategic process that is built on trust, credibility and working towards the organisation's objectives.The article takes into account organisational behaviour, persuasion theory and research on issue-selling in exploring how ideas do flow through organisations, why resistance is a normal and expected reaction, and how managers and professionals can (legitimately) influence decision-making.It is because the ability to build shared understanding, inspire commitment and to create collaborative action lies at the heart of lasting managerial effectiveness, and is not something that can be achieved through authority, intelligence or technical skill.Internal idea selling, in turn, becomes a key skill in organisational sustainability and a vital tool for personal growth.
Institution: Charotar University of Science and Technology
Language: English
Subfield: Strategy and Management
Domain: Social Sciences
Open Access status: gold
OpenAlex ID: W7204258698