3 edition of legitimacy of organizational influence found in the catalog.
|Statement||John E. Paap.|
|Series||Sloan School of Management. Working paper -- no.836-76, Working paper (Sloan School of Management) -- 836-76.|
|The Physical Object|
|Pagination||35 leaves :|
|Number of Pages||35|
We’ll look at the aspects and nuances of power in more detail in this chapter, but simply put, powerThe ability to influence the behavior of others to get what you want. is the ability to influence the behavior of others to get what you want. Power distribution is usually visible within organizations. Moreover, we wanted to return to an organizational context but do so using an experimental design where we had greater control than in our field study (Study 1) so we developed a manipulation of power and legitimacy in an organizational context. Methods ParticipantsCited by:
organizational legitimacy and six measurement items for issue legitimacy are found to be reliable and valid. The findings from an experiment show that the uses of CSR activity, issue advocacy, and self-regulation in corporate messages have influences on organizational legitimacy. Ambidexterity in government: The influence of different types of legitimacy on innovation. Relationship between types of legitimacy, influence and innovation. underlined that there are several degrees of legitimacy. An organization can be illegitimate, debated, proper (accepted after regular inspection) and : Caroline Nowacki, Ashby Monk.
Books shelved as organizational-behavior: Organizational Behavior by Stephen P. Robbins, The Culture Code: The Secrets of Highly Successful Groups by Dan. This paper presents an argument that the concepts of legitimacy and procedural justice are essential elements of leadership in policing. It offers an explanation of legitimacy and procedural justice by Yale Law Professor Tom Tyler, who is one of a handful of top national experts on these Size: KB.
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This volume explores organizational legitimacy in business, featuring examples from a variety of industries around the world. Synthesizing the most current theoretical insights and best practices, the contributing authors examine the ways in which organizational legitimacy can be understood, its perceived influence on the market, and the relationship between organizational legitimacy and.
influence occurs and whether such influence is considered to be legitimate, but what the boundaries of the area of legitimacy are for different groups and organizations. The present study does not attempt to deter-mine either what attempts to influence actually occur in organizations or what covert attitudes exist toward such attempts.
Each group completed a questionnaire designed to measure the per- ceived legitimacy of organizational influence. The results show a significant and real decrease in the level of sanctioned organizational influence among students in the recent group when compared to those of.
go klk mar workingpaper choolofmanagement thelegitimacyoforganizationalinfluence: acomparisonoftheattitudesoftwogenerations ofmanagementstudents Author: John E. Paap. ORGANIZATIONAL LEGITIMACY: Social Values and Organizational Behavior JOHN DOWLING Stanford University JEFFREY PFEFFER University of California, Berkeley Organizations seek to establish congruence between the social values associated with or implied by their activities and the norms of acceptable behavior in the larger social system of which they are a part.
Legitimacy in legitimacy of organizational influence book institutionalism Legitimacy is a central concept in organizational institutionalism.
The term ‘legitimacy’ dates back to the dawn of organization theory; however, for most of the past century, research on legitimacy emerged only slowly and was fragmented across several distinct social science literatures.
legitimacy (Powell & DiMaggio, ). Suchman () defines organizational legitimacy as the “generalized perception or assumption that the actions of an entity are desirable, proper, or appropriate within a social system” (p.
A conferred status, organizational legitimacy is controlled by those outside the organization andFile Size: 66KB. Organizational politics are informal, unofficial, and sometimes behind-the-scenes efforts to sell ideas, influence an organization, increase power, or achieve other targeted objectives (Brandon & Seldman, ; Hochwarter, Witt, & Kacmar, ).
Politics has been around for millennia. Aristotle wrote that politics stems from a diversity of. The Influence of Power and Politics in Organizations (Part 1) Bernard Oladosu Omisore, Ph.D the influence of power and politics in organizations presents a political analysis of intraorganizational relations in which power play and politics is normal.
In any organization, we look up to people/human resources LEGITIMACY – The holder of. Abstract. Legitimacy is a fundamental concept of organizational institutionalism. It influences how organizations behave and has been shown to affect their performance and survival (Pollock & Rindova, ; Singh, Tucker, & House, ).
As developed in organizational institutionalism the term has spread widely across the social sciences, Cited by: Influence legitimacy is the support for the organization not due to the benefits that constituencies believe they will receive, but rather due to their belief that the organization. An organization faces a threat in terms of organizational legitimacy when an actual or potential disparity exists between the two value systems (Mathewscited in Tilling ).
Cognitive and socio-political legitimacy are two areas of organizational legitimacy that are relevant to the case. Upward influence, as its name implies, is the ability to influence your boss and others in positions higher than yours. Upward influence may include appealing to a higher authority or citing the firm’s goals as an overarching reason for others to follow your cause.
The aim of this analysis is to determine “who or what really counts”. Although developed in a business context, the analysis has broader relevance. Power, legitimacy and urgency are defined as follows: Power: “A relationship among social actors in which one social actor, A, can get another social actor, B, to do something that B would not.
Stakeholder Theory and Organizational Dogma Business organizations are among the most powerful social entities on earth. They are the grand social institutions of our time, perhaps the sole remaining effective social institutions, expected not only to fuel free-market economies, but also to carry burdens once thought the province of government and religion (e.g., health care, child care Cited by: Most research on organizational legitimacy is presented in journal articles.
However, there are many excellent papers in edited books and handbooks. There are no books written yet that focus on organizational legitimacy. This article begins with the emergence of legitimacy into organization theory literature in Organisational legitimacy, capacity and capacity development Derick W.
Brinkerhoff. 1 what influence have they had at both the organisational and multi-organisational levels. The outputs of the study will include about 20 case study reports,an annotated review of the literature,a set ofFile Size: KB. THE CHARACTERISTICS OF POWER, LEGITIMACY AND URGENCY OF STAKEHOLDERS AND THE ACTIONS OF CORPORATE SOCIAL RESPONSIBILITY OF COMPANIES Edna Ribeiro Alves, Av.
Nelson de Oliveira e Silva,Pendotiba - Niteroi, CEP Rio de Janeiro - Brasil E-mail: [email protected] Eduardo Rodrigues Gomes, Size: KB. Reflections on Leadership is a first class book demonstrating the influence of Robert K.
Greenleaf's Servant Leadership philosophy on top management thinkers. The book begins by sharing how Greenleaf developed his philosophy. Part two is a bit of a sales pitch for why and how servant leadership has benefited leaders/5(6). Organizational Change:Motivation, Communication, andLeadership Effectiveness Ann Gilley, Jerry W.
Gilley and Heather S. McMillan O rganizational leadership behaviors have a direct inﬂuence on actions in the work en-vironment that enable change (Drucker, ;Gilley,;Howkins,).Leadersmayfunc-tion as change agents—those individuals. With more than two-thirds fresh material, this new updated edition of Organizational Influence Processes provides an overview of the most important scholarly work on topics related to the exercise of influence by individuals and groups within organizations.
In selecting articles for inclusion the editors were guided by the conviction that the most useful and interesting way to view 4/5(2).
While legitimacy dynamics are paramount in global governance, they have been insufficiently recognized, conceptualized, and explained in standard accounts of international cooperation.
This special issue aims to advance the empirical study of legitimacy and legitimation Cited by: The article presents a study which focuses on the problems of cross-cultural industrial conflict by attempting to identify areas of high and low influence legitimacy in a cross-cultural study of German and United States managers.
The methodology of the study and some variables affect the legitimacy of the managers' organizational influence are examined. Severak items with varied Cited by: 4.