Legitimating Identities

Barker, Rodney

doi:10.1017/cbo9780511490163

Cited by 284 publications

(52 citation statements)

References 107 publications

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“…There is a clear conceptual distinction between organizational identification and self-legitimacy, and it seems reasonable to suggest the former in some sense shapes the latter. To use the language of Barker (2001), it may be that organizational justice and social identity constitute and mediate processes of legitimation, which lead to the 'condition' of legitimacy as subjectively experienced by police officers; this is, in essence, the argument we have advanced here. Future research might profitably address this issue in more depth, both by fielding more detailed banks of survey items and using research designs -longitudinal or experimentalthat allow better identification of causal processes, and by exploring these issues ethnographically.…”

Section: Table 3 Near Herementioning

confidence: 98%

Self-legitimacy, Police Culture and Support for Democratic Policing in an English Constabulary

Bradford

Quinton

2014

CRIMIN

197

265

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Self-legitimacy, police culture and support for democratic policing in an English Constabulary Abstract When do police officers feel confident in their own authority? What factors influence their sense of their own legitimacy? What is the effect of such 'self-legitimacy' on the way they think about policing? This paper addresses these questions using a survey of police officers working in an English constabulary. We find that the most powerful predictor of officers' confidence in their own authority is identification with their organization, itself something strongly associated with perceptions of the procedural justice of senior management. A greater sense of self-legitimacy is in turn linked to greater commitment to democratic modes of policing. Finally, we find that this sense of legitimacy is embedded in a matrix of identities and cultural adaptations within the police organization.

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Section: Table 3 Near Herementioning

confidence: 98%

Self-legitimacy, Police Culture and Support for Democratic Policing in an English Constabulary

Bradford

Quinton

2014

CRIMIN

197

265

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“…What counts as appropriate processes, institutions, and outcomes are open to contestation among stakeholders with their varying interests, visions, and knowledge; the legitimacy of the group or what it achieves is not a foregone conclusion. Furthermore, the members require and seek legitimation (Barker 2001). Currently, the members have self-legitimized the SWSG and its activities: they decide what counts as appropriate, who does and does not join.…”

Section: Speculationmentioning

confidence: 99%

The Network Governance of Urban River Corridors

Holt¹,

Moug²,

Lerner³

2012

E&S

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ABSTRACT. Urban centers can provide important ecosystem services to society both through green spaces and river corridors. However, urbanization has impacted rivers, and as a consequence, there is increasing support for their sustainable management. The governance of urban river corridors reflects a trend toward stakeholder participation and partnership working in urban regeneration. The integration of ecological, social, and economic knowledge required for their sustainable management is achieved through networks of people and organizations that cross multiple sectors. However, little is known about the structure and function of such governance networks. We address this through a case study that explores the network structure of a multistakeholder collaboration tasked with developing a city-wide strategy for the sustainable management of urban river corridors in Sheffield, UK. We combine interpretive policy analysis and social network analysis to reveal the network structure and leadership characteristics of the group. We aim to explain why the group are having difficulty reaching a shared strategic vision for the river corridors and why they feel the group lacks representativeness. Our findings show that the network needs to become better connected to support an ongoing process of deliberation and negotiation for a shared vision. In addition, there is a limited diversity of stakeholders that will affect the legitimacy of the group and their ability to manage for a range of ecosystem services of benefit across society. We conclude that governance processes need to account for a diversity of actors that may change through time, and link regional and city networks to local interests.

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“…But he also shows that ministers genuinely feared that this population was fertile ground in which the German national enemy could recruit spies. More generally, Barker (2001) shows that when rulers propound the legitimacy of their actions, they do not only seek to convince the ruled. They also need to convince themselves that what they are doing is right.…”

Section: The Dynamics Of Inhumanity: Five Steps From Evil To Virtuementioning

confidence: 99%

Making a Virtue of Evil: A Five‐Step Social Identity Model of the Development of Collective Hate

Reicher

Haslam

Rath

2008

Social & Personality Psych

156

185

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In the first part of this paper, we re‐examine the historical and psychological case for ‘the banality of evil’– the idea that people commit extreme acts of inhumanity, and more particularly genocides, in a state where they lack awareness or else control over what they are doing. Instead, we provide evidence that those who commit great wrongs knowingly choose to act as they do because they believe that what they are doing is right. In the second part of the paper, we then outline an integrative five‐step social identity model that details the processes through which inhumane acts against other groups can come to be celebrated as right. The five steps are: (i) Identification, the construction of an ingroup; (ii) Exclusion, the definition of targets as external to the ingroup; (iii) Threat, the representation of these targets as endangering ingroup identity; (iv) Virtue, the championing of the ingroup as (uniquely) good; and (v) Celebration, embracing the eradication of the outgroup as necessary to the defence of virtue.

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Legitimating Identities

Cited by 284 publications

References 107 publications

Self-legitimacy, Police Culture and Support for Democratic Policing in an English Constabulary

Self-legitimacy, Police Culture and Support for Democratic Policing in an English Constabulary

The Network Governance of Urban River Corridors

Making a Virtue of Evil: A Five‐Step Social Identity Model of the Development of Collective Hate

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