Legitimacy and Illegitimacy: A Contest of Institutional Knowledge as Power

Hudson, Bryant A.; Wong‐MingJi, Diana J.

doi:10.1177/1350508401082024

Cited by 7 publications

(6 citation statements)

References 1 publication

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“…Senior faculty has been also drastically reduced because of the hiring of low‐wage young professors who have also recently published PhD work and are closer to new trends from our economic environments. Many business schools have not understood yet that senior faculty could play the role of mentor to encourage innovation and learning from past experiences and relationships within the research community (Hudson and Wong‐MingJi, 2001). As in the military schools and after on the frontline, no one dares question the army's principles and strategies, and business schools have become training camps marching to the beat of “packaging institutions” and rubber stamping diplomas for a new type of passive knowledge consumers[17].…”

Section: Introductionmentioning

confidence: 99%

A Chomskyan approach to responsible critical management education

Rabasso¹,

Rabasso

2010

Journal of Global Responsibility

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International audiencePurpose - The purpose of this paper is to tackle some of the concepts and ideas that the intellectual and business community can learn from Chomsky's thinking in relation with a new global responsible management education environment. The first part of the work will present some of the key elements about Chomsky and education that the authors would like to emphasize. These are relating management education, critical thinking, and systems theory in the twenty-first century business milieu. Design/methodology/approach - An insight on post-colonial theory and education will, afterwards, incorporate the hermeneutical tradition into the mainframe of critical thinking theory. The paper incorporates a decentred approach to education questioning presuppositions and moral values from "fundamentalist market theory." Cultural studies and non-western thinkers in this field are another important contribution to back up Chomsky's ideas on business and education. Findings - When the paper relates social and economic performance concepts to critical thinking business education some questions arise about how to improve the responsible perception and understanding of the global environments and how the authors have to rethink education in a competitive profit-oriented business community. The ideas of Chomsky can help them to deal with these issues departing from his political vision and his thinking on university education. Research limitations/implications - Critical management has been questioning in the last years different management models to put forward a responsible paradigm for business organizations and educational institutions. Post-colonial theory has been another important intellectual ground for critical thinking in the business educational environment, opening up the debate about how to reconcile performance and responsible practices. Practical implications - Chomsky's committed political views open up the way for many educational institutions and business organizations to become responsible in a technological business environment severely damaged by greed and personal interest. Management schools will have learned from his contributions and the actions of many international organizations engaged in changing for the better attitudes and material values in favour of management for globally responsible practices and the construction of new learning objectives. Originality/value - In business studies, comparative, critical, cross-cultural, and diversity management many scholars have been dealing with some of the subjects of serious concern by the Massachusetts Institute of Technology leftist professor presented in this study. The paper has to take into consideration a transversal approach of business education in relation to the concept of cross-cultural performance, already developed in the work on cross-cultural and diversity management

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Section: Introductionmentioning

confidence: 99%

A Chomskyan approach to responsible critical management education

Rabasso¹,

Rabasso

2010

Journal of Global Responsibility

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“…Although knowledge hoarding issues have often been identified in project environments (Evans, Hendron, & Oldroyd, 2015;Hall & Sapsed, 2005;Issa & Haddad, 2008), we have found that organizational culture may confer on experienced mentors within projects a unique position of authority that enables them to select the knowledge that is leveraged and shared, and adopt widely accepted and tolerated knowledge-hoarding behaviors. Finally, our study advances extant research on the legitimacy of knowledge (De Long & Fahey, 2000;Heusinkveld, 2009;Hudson & Wong-MingJi, 2001) by suggesting that national and organizational cultures may give a legitimate identity to knowledge that is closely tied to the formal authority of the firm, and influence people's preference as to which formal or informal knowledge transfer mechanisms are to be enacted.…”

Section: Introductionmentioning

confidence: 65%

Organizational culture and knowledge transfer in project-based organizations: Theoretical insights from a Chinese construction firm

Wei

Miraglia

2017

International Journal of Project Management

116

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We conducted an empirical, fine-grained investigation of the impact that three main elements of organizational culture-artifacts, norms, and shared beliefs-have on the transfer of knowledge across projects in a project-based organization. Within a single case study research design, we collected and analyzed rich and detailed information from documentation, archival data, and in-depth semistructured interviews with very experienced project managers of a Chinese construction firm. Our findings advance extant research on professional cultures and subcultures by showing how cultural elements at the corporate level interplay with the culture of lower organizational levels to influence individual choices on (1) which types of knowledge are most important to transfer, and (2) the extent to which it is acceptable to share or hoard knowledge. Our study also contributes to the literature on the legitimacy of knowledge by showing how organizational culture influences people's perceptions of "knowledge authority" and shapes their preferences for specific knowledge transfer mechanisms.

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“…As can be seen from this analysis, in contrast to strong state opposition to market creation, insurgent industries can and do appreciate widespread success and high performance, even when attached to stigmatized processes or core services (Hudson and Wong‐Mingji, 2001; Zaheer, 1995; Kostova and Zaheer, 1999; Mezias, 2002). While the institutionalization of the online gambling industry has been strongly resisted by US legislators and interest groups, global acceptance of the organizational form and the industry in general has introduced forces to counteract US prohibition of online gambling.…”

Section: Methodsmentioning

confidence: 90%

Process and emergence in contested terrain

Patterson

Washington²,

Cavazos³

et al. 2010

International Journal of Organizational Analysis

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PurposeThe purpose of this paper is to deal with the issue of market redefinition through an examination of a unique industry that has met with multiple obstacles: online gambling. The main research question is how markets get redefined when quantum technological change occurs, despite the lack of formal support and a highly fragmented industry structure, typical in online industries.Design/methodology/approachThis industry lends itself to the analysis because of the intense competition for reconstruction of the field among state powers, professional associations, and global forces. The paper provides an archival and qualitative overview of the industry and identify the various forces competing for dominance in the market. It examines the competing logics in this industry and identify the sources and implications of such competition for emerging markets.FindingsBoth broad and specific contributions of this paper are discussed, namely the important role of professional and interest associations in industries without clear geographical boundaries, as well as the growing role for global moderating agencies.Research limitations/implicationsThe paper provides a timely example of the ways in which firms organize in the modern business environment. In addition, it discusses the volatile and complex power structure in a global economy. While the research is necessarily processual and does not provide for multiple settings, the extent of legal implications here can be generalized to much smaller differences in global markets.Originality/valueThis paper provides support for the idea that, contrary to many concepts of industry acceptance and growth, legitimacy is not a requisite condition for an industry to prosper.

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Legitimacy and Illegitimacy: A Contest of Institutional Knowledge as Power

Cited by 7 publications

References 1 publication

A Chomskyan approach to responsible critical management education

A Chomskyan approach to responsible critical management education

Organizational culture and knowledge transfer in project-based organizations: Theoretical insights from a Chinese construction firm

Process and emergence in contested terrain

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