Journal ArticleDOI
Managing Legitimacy: Strategic and Institutional Approaches
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This article synthesize the large but diverse literature on organizational legitimacy, highlighting similarities and disparities among the leading strategic and institutional approaches, and identify three primary forms of legitimacy: pragmatic, based on audience self-interest; moral, based upon normative approval; and cognitive, according to comprehensibility and taken-for-grantedness.Abstract:
This article synthesizes the large but diverse literature on organizational legitimacy, highlighting similarities and disparities among the leading strategic and institutional approaches. The analysis identifies three primary forms of legitimacy: pragmatic, based on audience self-interest; moral, based on normative approval: and cognitive, based on comprehensibility and taken-for-grantedness. The article then examines strategies for gaining, maintaining, and repairing legitimacy of each type, suggesting both the promises and the pitfalls of such instrumental manipulations.read more
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The emergence of Southern standards in agricultural value chains: A new trend in sustainability governance?
Greetje Schouten,Verena Bitzer +1 more
TL;DR: In this article, the authors analyse the emergence of Southern standards in global agricultural value chains and reveal that Southern standards both target different audiences to obtain legitimacy and rely on different sources of legitimacy as compared to established Northern standards.
Book Chapter
Towards a theory of hybrid organizations
TL;DR: LSE Research Online as mentioned in this paper is a platform that allows users to access research output of the London School of Economics (LSE) to facilitate their private study or for non-commercial research.
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Linking Social Issues to Organizational Impact: The Role of Infomediaries and the Infomediary Process
TL;DR: In this article, the authors view issue adoption as a socially constructed process of information exchange between parties that are involved in the emergence and evolution of the issue, mediated by third-party organizations.
Journal Article
The Role of Theory in Explaining Motivation for Corporate Social Disclosures: Voluntary Disclosures vs ‘Solicited’ Disclosures
TL;DR: In this article, the authors argue that these theoretical perspectives may provide greater insights into managerial motivation for disclosure if they are linked more explicitly to the nature of corporate social disclosure under examination: voluntary or solicited.
References
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Book ChapterDOI
The iron cage revisited institutional isomorphism and collective rationality in organizational fields
Paul DiMaggio,Walter W. Powell +1 more
TL;DR: In this paper, the authors argue that rational actors make their organizations increasingly similar as they try to change them, and describe three isomorphic processes-coercive, mimetic, and normative.
Journal ArticleDOI
Institutionalized Organizations: Formal Structure as Myth and Ceremony
John W. Meyer,Brian Rowan +1 more
TL;DR: Many formal organizational structures arise as reflections of rationalized institutional rules as discussed by the authors, and the elaboration of such rules in modern states and societies accounts in part for the expansion and i...
Book
A Theory of Cognitive Dissonance
TL;DR: Cognitive dissonance theory links actions and attitudes as discussed by the authors, which holds that dissonance is experienced whenever one cognition that a person holds follows from the opposite of at least one other cognition that the person holds.
Book
The Interpretation of Cultures
Richard Fenn,Clifford Geertz +1 more
TL;DR: The INTERPRETATION OF CULTURES CLIFFORD GEERTZ Books files are available at the online library of the University of Southern California as mentioned in this paper, where they can be used to find any kind of Books for reading.
Book
The External Control of Organizations: A Resource Dependence Perspective
TL;DR: The External Control of Organizations as discussed by the authors explores how external constraints affect organizations and provides insights for designing and managing organizations to mitigate these constraints, and it is the fact of the organization's dependence on the environment that makes the external constraint and control of organizational behavior both possible and almost inevitable.
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The iron cage revisited institutional isomorphism and collective rationality in organizational fields
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