An Integrative Model of Legitimacy Judgments

Tost, Leigh Plunkett

doi:10.5465/amr.2010.0227

Cited by 330 publications

(607 citation statements)

References 92 publications

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“…Tost (2011, p. 689), summarizing Max Weber (1978, states that a social order is legitimate when (1) the norms, beliefs, and values that guide the social order are perceived as legitimate by some people, and (2) even those people who do not perceive the order as legitimate … know that others perceive it as legitimate and understand that it governs behaviors.…”

Section: Legitimacymentioning

confidence: 94%

Ideological Challenges to Changing Strategic Orientation in Commodity Agriculture

Press

Arnould

Murray

et al. 2014

Journal of Marketing

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Why do some firms not change their strategic orientation despite economic incentives to do so? Most current literature on changing strategic orientations has focused on an antecedents and outcomes approach to business orientations. Intimated, but rarely addressed, are the notions that (1) strategic orientations may be thought of as ideologies and (2) such ideologies are likely to contend with each other. Taking such a perspective may be helpful in discussing why it is challenging to transition to more sustainable strategic orientations even in the presence of financial incentives to do so. In assessing the transition to organic production and marketing in a commodity agriculture context, the authors find that contending ideologies restrict its adoption. In addition, they suggest that strategic orientations are not adopted or contested solely within firms but also among them. The authors find that ideological contestation among firms in this context takes the form of a marketplace drama between a chemical, productionist orientation and an organic orientation in which protagonists mobilize several forms of legitimacy.

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Section: Legitimacymentioning

confidence: 94%

Ideological Challenges to Changing Strategic Orientation in Commodity Agriculture

Press

Arnould

Murray

et al. 2014

Journal of Marketing

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“…Change that is seen as exploitive of employees is especially likely to result in rejection of the experiment (Greenwood, Suddaby, & Hinings, 2002;Suchman, 1995). Perceptions of legitimacy are enhanced when individuals see change initiatives as instrumental to achieving internalized goals consistent with their social identities and moral values (Tost, 2011). Of course, these social identities or moral values vary across employees.…”

Section: The Role Of Perceived Legitimacymentioning

confidence: 97%

Punctuated incongruity: A new approach to managing trade-offs between conformity and deviation

Patil

2014

Research in Organizational Behavior

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“…Building upon Whetstone's (2005) discussion of organizational virtue, the ethics of leadership ''is as much an organizational issue as a personal issue'' (p. 369) and ''can provide linkage between the levels of the individual and his society'' (p. 369). We theorize that contemplation informs understanding of the organization's purpose as centered on the ''common good'' (Arjoon 2000); it promotes a pro-social logic concerned with the welfare of others (Tost 2011).…”

Section: Contemplative Leadership and Organizational Purposementioning

confidence: 99%

“…While undoubtedly challenging, the contemplation of leadership practice in every mundane aspect of it, as discussed throughout our research, is a necessary condition in the ethics of leadership. Where contemplation informs understanding of the organization's purpose as centered on the needs of other people, leadership practices follow a pro-social logic grounded in the welfare of others (Moore 2012;Tost 2011).…”

Section: Moving Forwardmentioning

confidence: 99%

Contemplative Leadership: The Possibilities for the Ethics of Leadership Theory and Practice

Grandy

Śliwa

2015

J Bus Ethics

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In this paper, we offer a conceptualization of leadership as contemplative. Drawing on MacIntyre's perspective on virtue ethics and Levinas' and Gilligan's work on the ethics of responsibility and care, we propose contemplative leadership as virtuous activity; reflexive, engaged, relational, and embodied practice that requires knowledge from within context and practical wisdom. More than simply offering another way to conceptualize the ethics of leadership (e.g., what leaders ought to do), this research contributes to understanding the ethics of leadership in practice. Empirically, we analyze the narratives of those in positions of formal authority and other organizational members in churches. We illustrate contemplative leadership as driven by a good purpose, derived from the unique organizational and broader societal context in which leadership occurs, and grounded in an ethical concern for the other. Contemplative leadership accounts for the complexity of experience and is discerned in mundane and everyday practices. We conclude with the implications for leadership theory, practice, and education.

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An Integrative Model of Legitimacy Judgments

Cited by 330 publications

References 92 publications

Ideological Challenges to Changing Strategic Orientation in Commodity Agriculture

Ideological Challenges to Changing Strategic Orientation in Commodity Agriculture

Punctuated incongruity: A new approach to managing trade-offs between conformity and deviation

Contemplative Leadership: The Possibilities for the Ethics of Leadership Theory and Practice

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