Promotions, particularly management promotions, play an important role in organizations. Despite their importance for both individuals and organizations, little is known about how and why most promotions occur. This publication presents findings of a study that examined 64 promotions that occurred in three Fortune 500 companies from 1986-89. The 64 "typical" cases included 16 at the general manager level, 24 at the director or plant manager level, and 24 at the business or project manager level. Interviews were conducted with the promoted person, their immediate supervisor, and the approving boss. In 46 cases, a human resource representative was included. Findings suggest that: (1) promotions were based on individual efforts and abilities; (2) jobs often were created to fit the candidate; (3) bosses did not place much emphasis on formal assessments, such as performance evaluations; (4) in almost half of the cases, only one person was considered for the job; (5) tremendous variety existed among the types of promotions; and (6) organizational context should be considered when trying to understand promotions. In summary, promotion processes are extremely complex and must be viewed from multiple perspectives. Political, social, and contextual factors play important roles. It is recommended that individuals employ the following strategies--network, demonstrate talents in meaningful settings, and get feedback. Organizations should examine the contextual features of their promotion systems, for example, the degree to which the de facto system is congruent with organizational objectives. Three tables and two figures are included. Contains 50 references. (LMI)