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Power of paradox: Grassroots organizations’ legitimacy strategies over time

Power of paradox: Grassroots organizations’ legitimacy strategies over time
Power of paradox: Grassroots organizations’ legitimacy strategies over time
Fringe stakeholders with limited resources, such as grassroots organizations (GROs), are often ignored in business and society literature. We develop a conceptual framework and a set of propositions detailing how GROs strategically gain legitimacy and influence over time. We argue that GROs encounter specific paradoxes over the emergence, development, and resolution of an issue, and they address these paradoxes using cognitive, moral, and pragmatic legitimacy strategies. While cognitive and moral strategies tend to be used consistently, the flexible and paradoxical use of pragmatic strategies has important consequences, both for GROs’ legitimacy and for their potential influence over powerful organizations associated with them. We enrich our framework with the help of two illustrative cases and discuss the implications of the framework for GROs’ legitimacy strategies in business and society literature.
0007-6503
1-34
Chowdhury, Rashedur
d9c0a66a-90d6-46e3-8855-945863126c30
Kourula, Arno
5b479a4a-4317-4fc1-9a75-ba145121e4a4
Siltaoja, Marjo
6800ed3b-944b-4008-8f52-a860750e11b5
Chowdhury, Rashedur
d9c0a66a-90d6-46e3-8855-945863126c30
Kourula, Arno
5b479a4a-4317-4fc1-9a75-ba145121e4a4
Siltaoja, Marjo
6800ed3b-944b-4008-8f52-a860750e11b5

Chowdhury, Rashedur, Kourula, Arno and Siltaoja, Marjo (2018) Power of paradox: Grassroots organizations’ legitimacy strategies over time. Business & Society, 1-34. (doi:10.1177/0007650318816954).

Record type: Article

Abstract

Fringe stakeholders with limited resources, such as grassroots organizations (GROs), are often ignored in business and society literature. We develop a conceptual framework and a set of propositions detailing how GROs strategically gain legitimacy and influence over time. We argue that GROs encounter specific paradoxes over the emergence, development, and resolution of an issue, and they address these paradoxes using cognitive, moral, and pragmatic legitimacy strategies. While cognitive and moral strategies tend to be used consistently, the flexible and paradoxical use of pragmatic strategies has important consequences, both for GROs’ legitimacy and for their potential influence over powerful organizations associated with them. We enrich our framework with the help of two illustrative cases and discuss the implications of the framework for GROs’ legitimacy strategies in business and society literature.

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Power of Paradox - Grassroots Organizations Legitimacy Strategies over Time (to include at Pure) - Accepted Manuscript
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Accepted/In Press date: 15 October 2018
e-pub ahead of print date: 17 December 2018

Identifiers

Local EPrints ID: 426677
URI: http://eprints.soton.ac.uk/id/eprint/426677
ISSN: 0007-6503
PURE UUID: cacb7056-c742-44f5-b7f7-6e7604bb151e
ORCID for Rashedur Chowdhury: ORCID iD orcid.org/0000-0002-5118-8344

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Date deposited: 10 Dec 2018 17:31
Last modified: 17 Dec 2019 01:22

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