We study management's cognitive and emotional involvement by which management allocates their psychological
resources to parse direct persuasion attempts initiated by an
IT project team. The remainder of the paper is organized as
follows. The next section reviews the literature and develops a
framework that outlines how three persuasion behaviors by the
project team impact management's attitude towards behavioral
participation in an IT project. The method is described next and
the results follow. The paper ends with a discussion of the
results and implications for research and practice.