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Journal of Business Ethics

Erschienen in:

01.11.2013

Legitimacy-Seeking Organizational Strategies in Controversial Industries: A Case Study Analysis and a Bidimensional Model

verfasst von: Jon Reast, François Maon, Adam Lindgreen, Joëlle Vanhamme

Erschienen in: Journal of Business Ethics | Ausgabe 1/2013

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Abstract

Controversial industry sectors, such as alcohol, gambling, and tobacco, though long-established, suffer organizational legitimacy problems. The authors consider various strategies used to seek organizational legitimacy in the U.K. casino gambling market. The findings are based on a detailed, multistakeholder case study pertaining to a failed bid for a regional supercasino. They suggest four generic strategies for seeking organizational legitimacy in this highly complex context: construing, earning, bargaining, and capturing, as well as pathways that combine these strategies. The case analysis and proposed bidimensional model of generic legitimacy-seeking strategies contribute to limited literature on organizational legitimacy in controversial industry sectors. In addition, beyond organizations active in controversial contexts, this study and its implications are useful for individuals and organizations supporting or opposing the organizational legitimacy of organizations in controversial industries.

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Titel: Legitimacy-Seeking Organizational Strategies in Controversial Industries: A Case Study Analysis and a Bidimensional Model
verfasst von: Jon Reast
François Maon
Adam Lindgreen
Joëlle Vanhamme
Publikationsdatum: 01.11.2013
Verlag: Springer Netherlands
Erschienen in: Journal of Business Ethics / Ausgabe 1/2013
Print ISSN: 0167-4544
Elektronische ISSN: 1573-0697
DOI: https://doi.org/10.1007/s10551-012-1571-4

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