Exploring Organizational Crises from a Legitimation Perspective - Results from a Computer Simulation and Illustrative Cases
AbstractOrganizational crises are rare, yet they fundamentally influence the evolution of organizations. An aspect of crises deserving more attention is the interaction of organizations and their stakeholders during a crisis from a legitimation perspective. This paper presents a simulation model mapping causal relationships behind this interaction. Results suggest that the nature and timing of organizational response to crises has considerable effect on the success and duration of attempts of regaining organizational legitimacy after a threatening event. Illustrative case studies demonstrate how several organizations have been (un-)successful in overcoming individual crises with respect to these influences.
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Bibliographic InfoPaper provided by Universitätsbibliothek Wuppertal, University Library in its series Schumpeter Discussion Papers with number sdp08005.
Length: 32 pages
Date of creation: Oct 2008
Date of revision:
Contact details of provider:
Web page: http://elpub.bib.uni-wuppertal.de
Organization theory; crisis; legitimation; computer simulation; system dynamics;
This paper has been announced in the following NEP Reports:
- NEP-ALL-2008-11-25 (All new papers)
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