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The search for legitimacy and organizational change: The agency of subordinated actors

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  • Rocha, Robson Sø
  • Granerud, Lise

Abstract

Summary This article investigates the organizational changes triggered by the implementation of certified management systems (CMS) in Denmark and explores how institutionalized organizational practices change over time. The study shows that improvements in performance were not significant in the implementation of CMS, though in most cases its adoption implied organizational changes. The study also shows that the search for external legitimacy was appropriated by various internal organizational actors, other than management. When internal actors share the institutionalized beliefs and norms of the wider society, they implicitly strive to reduce decoupling. We argue that understanding the social dynamics of legitimacy in organisations requires paying attention to the agency of superordinated as well as subordinate actors.

Suggested Citation

  • Rocha, Robson Sø & Granerud, Lise, 2011. "The search for legitimacy and organizational change: The agency of subordinated actors," Scandinavian Journal of Management, Elsevier, vol. 27(3), pages 261-272, September.
    • Handle: RePEc:eee:scaman:v:27:y:2011:i:3:p:261-272
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    References listed on IDEAS

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    1. T. Lawrence & R. Suddaby & B. Leca, 2009. "Introduction : Theorizing and studying institutional work," Post-Print hal-00808954, HAL.
    2. Anne Tempel & Peter Walgenbach, 2007. "Global Standardization of Organizational Forms and Management Practices? What New Institutionalism and the Business‐Systems Approach Can Learn from Each Other," Journal of Management Studies, Wiley Blackwell, vol. 44(1), pages 1-24, January.
    3. Thomas Lawrence & Roy Suddaby & Bernard Leca, 2009. "Introduction: theorizing and studying institutional work," Post-Print hal-00576557, HAL.
    4. Joutsenvirta, Maria & Vaara, Eero, 2009. "Discursive (de)legitimation of a contested Finnish greenfield investment project in Latin America," Scandinavian Journal of Management, Elsevier, vol. 25(1), pages 85-96, March.
    5. Petra Christmann & Glen Taylor, 2001. "Globalization and the Environment: Determinants of Firm Self-Regulation in China," Journal of International Business Studies, Palgrave Macmillan;Academy of International Business, vol. 32(3), pages 439-458, September.
    6. Maria Joutsenvirta & Eero Vaara, 2009. "Discursive (de)legitimation of a contested Finnish greenfield investment project in Latin America," Post-Print hal-02313256, HAL.
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    Cited by:

    1. Tahrir Jaber & Elin M. Oftedal, 2020. "Legitimacy for Sustainability: A Case of A Strategy Change for An Oil and Gas Company," Sustainability, MDPI, vol. 12(2), pages 1-19, January.
    2. Grafström, Maria & Windell, Karolina, 2012. "Newcomers conserving the old: Transformation processes in the field of news journalism," Scandinavian Journal of Management, Elsevier, vol. 28(1), pages 65-76.
    3. Uhrenholdt Madsen, Christian & Boch Waldorff, Susanne, 2019. "Between advocacy, compliance and commitment: A multilevel analysis of institutional logics in work environment management," Scandinavian Journal of Management, Elsevier, vol. 35(1), pages 12-25.
    4. Ming‐Lang Tseng & Ming K. Lim & Kuo‐Jui Wu, 2018. "Corporate sustainability performance improvement using an interrelationship hierarchical model approach," Business Strategy and the Environment, Wiley Blackwell, vol. 27(8), pages 1334-1346, December.
    5. Yoo, Taeyoung & Jung, Dong Kwan, 2015. "Corporate governance change and performance: The roles of traditional mechanisms in France and South Korea," Scandinavian Journal of Management, Elsevier, vol. 31(1), pages 40-53.

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