Morton, J orcid.org/0000-0002-4458-6256, Wilson, A and Cooke, L (2018) Managing Organizational Legitimacy through Modes of Open Strategizing. In: Atinc, G, (ed.) Academy of Management Proceedings. 78th Annual Meeting of the Academy of Management, 10-14 Aug 2018, Chicago, Illinois, USA. Academy of Management
Abstract
Extant literature associates the central purpose of open strategizing with organizations seeking to manage legitimacy (e.g. Chesbrough & Appleyard, 2007; Whittington, Cailluet & Yakis Douglas, 2011; Dobusch, Dobusch & Muller-Seitz, 2017). To date, legitimacy has been highlighted as a potential ‘effect’ (Gegenhuber & Dobusch, 2017) or ‘outcome’ (Luedicke, Husemann, Furnari & Ladstaetter, 2017) of strategic openness. Absent has been research attempting to understand open strategy as a process of legitimation (Uberbacher, 2014), and there remains a need to elevate the potential of open strategy for managing legitimacy further. To address this gap, the research presented here adopts a longitudinal, single case analysis to explore a professional association who developed a new four-year strategic plan using an open strategy approach. The findings indicate how open strategy dynamics represent the case organization switching between distinct approaches to legitimation, to manage competing stakeholder demands. The research offers an important contribution by accentuating the principal relevance of organizational legitimacy in open strategizing. This brings open strategy into close alignment with organizational legitimacy literature and its theoretical conceptions (Lawrence, Suddaby & Leca, 2011; Suddaby, Seidl & Le, 2013; Smets, Aristidou & Whittington, 2017), which is imperative for understanding the potential importance of open strategy as a means of managing legitimacy.
Metadata
Item Type: | Proceedings Paper |
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Authors/Creators: |
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Copyright, Publisher and Additional Information: | Copyright of Academy of Management Proceedings is the property of Academy of Management and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. This is an author produced version of a conference paper published in Academy of Management Proceedings. Uploaded in accordance with the publisher's self-archiving policy. |
Keywords: | strategy; open strategy; legitimation; organizational legitimacy; strategy as practice; pluralistic contexts; practice-driven institutionalism |
Dates: |
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Institution: | The University of Leeds |
Academic Units: | The University of Leeds > Faculty of Business (Leeds) > Management Division (LUBS) (Leeds) > Management Division Strategy and Organisation (LUBS) |
Depositing User: | Symplectic Publications |
Date Deposited: | 04 May 2018 11:45 |
Last Modified: | 26 Jul 2019 04:59 |
Status: | Published |
Publisher: | Academy of Management |
Identification Number: | 10.5465/AMBPP.2018.10682abstract |
Open Archives Initiative ID (OAI ID): | oai:eprints.whiterose.ac.uk:130407 |