The DOI matches its Crossref record; 89 of the 89 references it cites were found in a registry or an index.
A Process Model of Internal and External Legitimacy
Abstract
We report the results of a longitudinal case study depicting the relationship between internal and external legitimacy at Orion, an emergent creative professional firm. We address the following questions: How do different types of legitimacy emerge, and how do they interact to shape organizational evolution? Introducing a staged process model, we demonstrate that organizational legitimacy is a product of action, which is continually reproduced and reconstructed by members of an organization in concert with external legitimation activities. Internal and external legitimacy evolve through a process of emergence, validation, diffusion and consensus, sometimes recursively repeating the cycle when imbalances result in conflict and friction.
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Cites
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Cited by
Suddaby, R., Bitektine, A., & Haack, P. (2017) · Academy of Management Annals · doi:10.5465/annals.2015.0101 · Cited by 1,082
Seele, P., & Gatti, L. (2017) · Business Strategy and the Environment · doi:10.1002/bse.1912 · Cited by 693
Schoon, E. W. (2022) · American Sociological Review · doi:10.1177/00031224221081379 · Cited by 143
Endorsement Rate in Influencer Marketing
Li, Y., Gao, A. Y., Gu, F. F., & Leung, F. F. (2026) · Journal of Marketing · doi:10.1177/00222429261422744 · Cited by 3
Metadata
- Authors
- Drori, I., & Honig, B.
- Venue
- Organization Studies
- Publisher
- SAGE Publications
- Published
- 2013-03
- Volume
- 34
- Issue
- 3
- Pages
- 345-376
- ISSN
- 0170-8406 (ISSN-L)
- 1741-3044
- OpenAlex
- W2160576496
- Cited by
- 379
- References
- 89
- FWCI
- 47.64
- Type
- journal article
- Language
- en
- Open access
- closed
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