By Cathryn Johnson
The aim of this quantity is to provide a suite of articles via prime social psychologists and organizational students that target legitimacy techniques in enterprises. over the past 20 years in social psychology inside of sociology, students have constructed legitimacy theories that try to teach how legitimacy strategies merge into constructions. additionally, in organizational study, problems with legitimacy approaches are of significant challenge - for instance, in neoinstitutional conception. accordingly, it really is necessary to commit a quantity that might tackle in particular how those legitimacy approaches function in businesses. This selection of papers will accomplish targets. First, the individuals could have a chance to debate how legitimacy tactics give a contribution to our realizing of the way agencies are established and the way they paintings. furthermore, by means of reading legitimacy procedures, the participants can be in a position to discover the micro/macro implications of those tactics. moment, this quantity should still stimulate extra dialogue among social psychologists and organizational researchers on problems with legitimacy and destiny instructions for knowing legitimacy techniques.
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Extra info for Legitimacy Processes in Organizations, Volume 22
Example text
EEA gains from IO the conditions that determine the path of an incompatible authority structure towards compatibility. LSA gains an explanation of the strength of other sources of legitimacy that it took as given, additional factors that back it, and corrects for over-determination of the stability of authority. IO gains a mechanism that refines its explanation of decoupling and a condition – the importance of the organization’s sanctions to its participants – that determines the magnitude of change towards either coupling or decoupling, whichever direction the process takes.
Incompatibility undermines individual beliefs in the legitimacy, and therefore the stability, of an organization’s authority structure (Dornbusch & Scott, 1975). LSA is a theory of other sources of legitimacy that nevertheless maintain the stability of an organization’s authority structure even if it is incompatible (Zelditch & Walker, 1984). Both theories have much to gain from Meyer and Rowan’s theory of institutionalized organizations (IO). The external legitimacy processes of IO play a central role in the incorporation of the institutions of the environment into the internal structure of an organization (Meyer & Rowan, 1977).
This default assumption differs from the hypothesis most nearly comparable to it in Scott and Meyer (1983), where organizations with weak pressures from both environments are small and their capacity for survival weak (Scott & Meyer, 1983, p. 141, Hypothesis 6). The difference is that Scott and Meyer’s analysis of sectoral effects is focused on the organization rather than its authority structure. 9. Hypothesis 4 simply paraphrases the most nearly comparable hypothesis in Scott and Meyer (1983).
