Communication Tactics that Describe Innovation Advocacy Leadership as a Way to Inform Organizational Strategic Planning by Leveraging Networks and Building Consensus
| dc.contributor.author | Atchley, Connie | |
| dc.date.accessioned | 2011-07-06T15:49:36Z | |
| dc.date.available | 2011-07-06T15:49:36Z | |
| dc.date.issued | 2010-07 | |
| dc.description | 79 p. AIM Terminal Project | en_US |
| dc.description.abstract | This study presents six communication tactics that describe innovation advocacy leadership. It examines differences in communication abilities and behaviors represented by divergent processes, which develop new directions necessary to support innovative ideas, and convergent processes which represent the dominant organizational view necessary to support formal strategic planning (Pappas, 2004). Tactics provide advocates with a procedural bridge to the new ideas they propose and include defining innovation context, developing dynamic networks, channeling opportunities, and framing perceptions. | en_US |
| dc.identifier.uri | https://hdl.handle.net/1794/11378 | |
| dc.language.iso | en_US | en_US |
| dc.relation.ispartofseries | AIM Capstone 2010;Connie Atchley | |
| dc.subject | Innovation advocate | en_US |
| dc.subject | Divergent processes | |
| dc.subject | Strategy | |
| dc.subject | Communication | |
| dc.subject | Leadership | |
| dc.subject | Applied Information Management | |
| dc.subject | AIM | |
| dc.subject | Data | |
| dc.title | Communication Tactics that Describe Innovation Advocacy Leadership as a Way to Inform Organizational Strategic Planning by Leveraging Networks and Building Consensus | en_US |
| dc.type | Other | en_US |