The Double-Edge of Organizational Legitimation

Blake E. Ashforth and Barrie W. Gibbs
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Blake E. Ashforth: Department of Management, Concordia University, 1455 de Maisonneuve Blvd. W., Montréal, Québec, Canada H3G 1M8
Barrie W. Gibbs: Faculty of Business Administration, Simon Fraser University, Burnaby, British Columbia, Canada V5A 1S6

Organization Science, 1990, vol. 1, issue 2, 177-194

Abstract: Organizations require legitimacy to attract constituents' support Legitimacy, however, is always problematic. Thus, organizations frequently pursue legitimacy through a variety of substantive and symbolic practices. But legitimacy is a social judgment that is ultimately accorded the organization by its constituents. Organizations that pursue this judgement run the risk of “protesting too much”–of being perceived as precisely the opposite, manipulative and illegitimate. Such organizations include (1) the clumsy actor, perceived as unethical, heavy-handed, or insensitive, (2) the nervous actor, perceived as dogmatic, intolerant, or evasive, and (3) the overacting actor, perceived to overstate claims to legitimacy or overreact to faults. The analysis suggests that attempts to increase legitimacy may trigger a series of vicious circles which ultimately decrease legitimacy.

Keywords: legitimacy; symbolic management; vicious circles (search for similar items in EconPapers)
Date: 1990
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Persistent link: https://EconPapers.repec.org/RePEc:inm:ororsc:v:1:y:1990:i:2:p:177-194

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