La légitimité
en pratique
(à venir)

Les principes de la légitimité

Diversité de dimensions

Diversité temporelle

Diversité des niveaux

Diversité d'audience

Papiers de recherche sur la légitimité

Titre Auteur(s) Année de publication Revue Mots Clés
Organizational Legitimacy and the Liability of Newness Singh, Jitendra V Tucker, David J House, Robert J 1986 Administrative Science Quarterly Legitimacy, liability of newness, internal and external dimensions
Résumé : This study explores whether external legitimacy or internal coordination processes more prominently underlie the liability of newness, the higher propensity of younger organizations to die, in a population of voluntary social service organizations. The findings show more support for the external legitimacy than for the internal coordination argument. Indicators show that forms of external legitimacy – the acquisition of a Community Directory listing, the acquisition of a Charitable Registration Number, and board size at birth – all significantly depress organizational death rates, whereas most internal organizational changes are unrelated to death rates. The exception is chief executive change, which lowers death rates, suggesting that chief executive turnover may be adaptive. The lack of institutional support experienced by young organizations is one important reason underlying the liability of newness in organizations?
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Managing Legitimacy: Strategic and Institutional Approaches Suchman, Mark C 1995 Academy of Management Review Legitimacy
Résumé : 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.
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Organizational Legitimacy under Conditions of Complexity: The Case of the Multinational Enterprise Kostova, Tatiana Zaheer, Srilata 1999 Academy of Management Review Legitimacy, spillover, MNE
Résumé : We examine organizational legitimacy in the context of the multinational enterprise (MNE). After discussing three types of complexity (of the legitimating environment, the organization, and the process of legitimation) that MNEs typically face, we explore their effects on MNE legitimacy. In particular, we distinguish between the legitimacy of the MNE as a whole and that of its parts, and we develop propositions that include issues of internal versus external legitimacy and positive and negative legitimacy spillovers.
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Beyond Survival: Achieving New Venture Growth by Building Legitimacy Zimmerman, Monica A Zeitz, Gerald J 2002 Academy of Management Review Legitimacy, new venture, threshold
Résumé : In this article we argue that (1) legitimacy is an important resource for gaining other resources, (2) such resources are crucial for new venture growth, and (3) legitimacy can be enhanced by the strategic actions of new ventures. We review the impact of legitimacy on new ventures as well as sources of legitimacy for new ventures, present strategies for new ventures to acquire legitimacy, explore the process of building legitimacy in the new venture, and examine the concept of the legitimacy threshold.
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Legitimating first: Organizing activities and the survival of new ventures Delmar, Frédéric Shane, Scott 2004 Journal of Business Venturing Legitimacy, new venture, survival
Résumé : The process by which firm founders create new organizations is of considerable interest to evolutionary theorists and entrepreneurship researchers. This article tracks the life histories of 223 Swedish new ventures started between January and September 1998 by a random sample of firm founders. We explore the effect of legitimating activities on the hazard of disbanding and the transition to other firm organizing activities during their first 30 months of life. We find that undertaking activities to generate legitimacy reduces the hazard of venture disbanding and facilitates the transition to other organizing activities.
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The life cycle of an internet firm: Scripts, legitimacy, and identity Drori, Israel Honig, Benson Sheaffer, Zachary 2009 Entrepreneurship: Theory and Practice Legitimacy, identity
Résumé : We study, longitudinally and ethnographically, the construction of legitimacy and identity during the life cycle of an entrepreneurial Internet firm, from inception to death. We utilize organizational scripts to examine how social actors enact identity and legitimacy, maintaining that different scripts, both contested and consent-oriented, become the source of action for acquiring legitimacy and creating organizational identity. We show that scripts enable entrepreneurs and other social actors to invoke a set of interactions within and outside the organization. Scripts construct values and interests, form social bonding and consented actions, and eventually shape and reshape the individual and institutional contexts of identity and legitimacy. We found that the strategic action of organizational members in pursuing and enacting their preferred scripts depends on their position and role in the organization. We observed that the institutionalization of simultaneously competing scripts created a path-dependent process leading to organizational conflict and eventual failure.
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Toward a Theory of Social Judgments of Organisations: The Case of Legitimacy, Reputation, and Status Bitektine, Alex 2011 Academy of Management Review Legitimacy, reputation, status, social evaluation
Résumé : The proposed theory extends research on cognitive and sociopolitical legitimacy, reputation, and status by advancing an evaluator’s perspective on these concepts as forms of social judgment, each addressing a different evaluator’s question about the organization. I describe how evaluators make their social judgments under conditions of bounded rationality and how cognitive and social factors influence this process. The proposed process model of social judgment formation highlights the complex and nondeterministic nature of this process.
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Legitimation of New Ventures: A Review and Research Programme Tost, Leigh Plunkett 2011 Academy of Management Review Legitimacy, judgement
Résumé : I develop a theoretical framework that specifies the content underlying legitimacy judgments and a model of the process by which these judgments develop and change. I argue that individual-level legitimacy judgments are based on evaluations that fall along three dimensions (instrumental, relational, and moral). I specify three stages of the legitimacy judgment process and two modes by which judgments may be developed or revised (evaluative and passive). I end by discussing implications for the study of institutional change.
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Legitimation of New Ventures: A Review and Research Programme Überbacher, Florian 2014 Journal of Management Studies Legitimacy, new venture
Résumé : Research on how new ventures ( NVs) achieve legitimacy is fragmented and rests on taken-for-granted assumptions that require problematization. Following a systematic literature review, I identify five distinct perspectives on NV legitimation: an institutional perspective, a cultural entrepreneurship perspective, an ecological perspective, an impression management perspective, and a social movement perspective. After comparing and contrasting these perspectives, I synthesize them into a generative and integrative typology. Based on this typology, I develop a new research programme. The programme widens the extant scholarship agenda by challenging its shared assumptions and contributes to further integration of the literature by building bridges between perspectives.
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The “macro” and the “micro” of legitimacy: Toward a multilevel theory of the legitimacy process Bitektine, Alex Haack, Patrick 2015 Academy of Management Review Legitimacy, multi level construct
Résumé : The distinction of macro- and microfoundations of institutions implies a multilevel conceptualization of institutional processes. We adopt the evaluators’ perspective on legitimacy to develop a multilevel theory of the legitimacy process under ideal-type conditions of institutional stability and institutional change, and we explore the dynamics of institutional change—from destabilization of the institutional order to return to stability in legitimacy judgments expressed by evaluators. We argue that through the process of institutionalization, legitimacy judgments of evaluators are subjected to social control and describe an institutional stability loop—a cross-level positive-feedback process that ensures persistence of legitimacy judgments and stability of the institutional order. Viewing institutional stability as a state of suppressed microlevel diversity, we draw researchers’ attention to “silenced” legitimacy judgments and to judgment suppressor factors that induce evaluators to abstain from making their deviant judgments public. The removal of such factors leads to the (re)emergence of competing judgments in public communications and creates an opportunity for institutional change. We explore competitive strategies that address propriety or validity components of legitimacy and describe the process through which organizational fields return to a state of institutional stability.
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