Organizational Legitimacy and the Liability of Newness

Singh, Jitendra V.; Tucker, David J.; House, Robert J.

doi:10.2307/2392787

Cited by 1,035 publications

(600 citation statements)

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“…Lack of legitimacy can be disastrous for an organization. For instance, Fernandez (2008) found that Spanish associations considered more legitimate lasted longer, while Singh, Tucker and House (1986) concluded that external legitimacy depressed organizational death rates. These results are in line with institutional theory, which sustains that institutional rules act as myths which are incorporated by the organizations, gaining legitimacy, resources, stability, and enhanced survival prospects (Meyer & Rowan, 1977).…”

Section: Stakeholder Expectations Legitimacy and Institutional Theorymentioning

confidence: 99%

Reporting on sustainable operations by third sector organizations: A signalling approach

Simaens

Koster

2013

Public Management Review

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An institutional approach to sustainable operations and procurement by third sector organizations SummaryAwareness of (un)sustainable operations is increasing in both academic research and practice.However, little is known about sustainable operations within the third sector. When it comes to sustainable practices, the role played by third sector organizations, and especially non-governmental organizations, has mostly been regarded as advocacy. We shift this traditional perspective by analyzing sustainability of internal operations, including procurement, by third sector organizations.Institutional theory is used to discuss the reporting trends that were found in a document analysis of reports by third sector organizations. We present research lines that might allow understanding drivers and constraints of such (reporting) practices.

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Section: Stakeholder Expectations Legitimacy and Institutional Theorymentioning

confidence: 99%

Reporting on sustainable operations by third sector organizations: A signalling approach

Simaens

Koster

2013

Public Management Review

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“…Brown (1998, p. 35) states that "legitimate status is a sine qua non for easy access to resources, unrestricted access to markets, and long term survival". This assertion is supported by numerous investigations (Singh, Tucker, & House, 1986;Baum & Oliver, 1991, 1992Hannan & Carroll, 1992;Ruef & Scott, 1998).…”

Section: Literature Reviewmentioning

confidence: 69%

“…After evaluating the results, the following propositions were made: a) institutionalized organizations with greater cognitive legitimacy are not related to greater resources; b) organizations with greater cognitive legitimacy have better organizational results. A study of the literature showed a link between overall organizational legitimacy and improved results and/or access to resources (Singh, Tucker, & House, 1986;Baum & Oliver, 1991;Hannan & Carroll, 1992;Pollock & Rindova, 2003;Rossoni & Machado-Da-Silva, 2013) but this relationship had not been sufficiently explored concerning cognitive legitimacy. In fact, most studies use other types of legitimacy (see Ruef & Scott, 1998;Bansal & Clelland, 2004;Cohen and Dean, 2005;Higgins & Gulati, 2003.…”

Section: Resultsmentioning

confidence: 99%

Cognitive Legitimacy, Resource Access, and Organizational Outcomes

Cruz-Suárez

Prado-Román

2014

Rev. adm. empres.

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Legitimidade cognitiva, acesso aos recursos e resultados organizacionais Legitimidad cognitiva, acceso a recursos, y resultados organizativos ABSTRACTPrevious research has demonstrated the importance of developing legitimacy initiatives in order to create new business opportunities, satisfy shareholders, and obtain access to resources. Within this framework, cognitive legitimacy plays a key role. Through a case study of six Spanish public universities, the authors measure the relationship between cognitive legitimacy, access to resources, and organizational results. The results support the assertion that organizations with more cognitive legitimacy have greater access to resources and improved their results. This study contributes with muchneeded empirical research on cognitive legitimacy and demonstrates its usefulness as an explanative factor of organizational success.KEYWORDS | Legitimacy, institutional theory, cognitive legitimacy, organizational results, resources acquisition. RESUMO Pesquisas prévias indicaram a importância de desenvolver iniciativas

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“…Sociopolitical regulatory legitimacy involves complying with legal and professional standards and regulations. It has been operationalized in previous studies by measuring government agency support and policy establishment (Deephouse, 1996;Golant and Sillince, 2007;Singh et al, 1986). Sociopolitical normative legitimacy involves doing what is right by way of societal values and norms, procedures, and structures.…”

Section: Theoretical Framework: Organizational Legitimacymentioning

confidence: 99%