This research examines the relationship between legitimacy and commitment from a strategyas- practice perspective. It questions the normative view within the strategy literature which suggests there is a reciprocal relationship between legitimacy and commitment during strategic change i.e. gaining legitimacy for change secures actor’s commitment towards it, or where commitment is gained, this infers legitimacy to the strategy. The central argument is that the strategy legitimacy-commitment relationship may be more complex than the normative view suggests when this relationship is examined from the middle of the organization, and proposes that middle managers face a dilemma as strategists: ‘is this the right thing to do?’ and ‘will I go alon...
International audienceThis research examines how managers collectively use strategy tools in local c...
Crisis situations can cause internal and external stakeholders to question the legit-imacy of organi...
This article reviews research in Strategy-as-Practice (SAP) and suggests directions for its developm...
How do organizations strategize for legitimacy in pluralistic contexts? Little is known about the st...
We draw on a three-year qualitative study of the processual dynamics of implementing a sustainabilit...
This article explores the cultural narratives through which members of organizations define legitima...
We explore the way validity and propriety cues contribute to legitimacy judgments about a practice a...
This paper focuses on ‘institutional void’ (IV) and ‘civil society’ (CS). Investigating five Europea...
This paper draws upon activity theory to analyse an empirical investigation of the micro practices ...
This doctoral thesis seeks to advance our understanding of organizational legitimacy through the ana...
We still know little of why strategy processes often involve participation problems. In this paper, ...
Extant literature associates the central purpose of open strategizing with organizations seeking to ...
Legitimacy has emerged as a pivotal but often confusing construct in management research. The popula...
This paper draws upon activity theory to analyse an empirical investigation of the micro practices o...
This paper marks a departure from the focus on external stakeholders in much research on legitimacy ...
International audienceThis research examines how managers collectively use strategy tools in local c...
Crisis situations can cause internal and external stakeholders to question the legit-imacy of organi...
This article reviews research in Strategy-as-Practice (SAP) and suggests directions for its developm...
How do organizations strategize for legitimacy in pluralistic contexts? Little is known about the st...
We draw on a three-year qualitative study of the processual dynamics of implementing a sustainabilit...
This article explores the cultural narratives through which members of organizations define legitima...
We explore the way validity and propriety cues contribute to legitimacy judgments about a practice a...
This paper focuses on ‘institutional void’ (IV) and ‘civil society’ (CS). Investigating five Europea...
This paper draws upon activity theory to analyse an empirical investigation of the micro practices ...
This doctoral thesis seeks to advance our understanding of organizational legitimacy through the ana...
We still know little of why strategy processes often involve participation problems. In this paper, ...
Extant literature associates the central purpose of open strategizing with organizations seeking to ...
Legitimacy has emerged as a pivotal but often confusing construct in management research. The popula...
This paper draws upon activity theory to analyse an empirical investigation of the micro practices o...
This paper marks a departure from the focus on external stakeholders in much research on legitimacy ...
International audienceThis research examines how managers collectively use strategy tools in local c...
Crisis situations can cause internal and external stakeholders to question the legit-imacy of organi...
This article reviews research in Strategy-as-Practice (SAP) and suggests directions for its developm...