Empirical Studies on Legitimation Strategies: A Case for International Business Research Extension

Ţurcan, Romeo V.; Marinova, Svetla Trifonova; Rana, Mohammad Bakhtiar

doi:10.1108/s1571-5027(2012)0000025023

Cited by 14 publications

(8 citation statements)

References 97 publications

(178 reference statements)

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“…A number of legitimation strategies may be available to new ventures (Gehman & Soubliere, R. V. Turcan Communication & Language at Work (2020) Vol. 7(1), 136-153 2017Lounsbury & Glynn, 2001;Turcan et al, 2012;Zhao et al, 2013Zhao et al, , 2017: developing institutional vocabularies; bridging diverse stakeholders; theorization of new practices (framing problems and justifying new practices and political negotiations) and change; and the institutionalization of new practices (by attaching them to preexisting organizational routines and reaffirming their alignment with stakeholder values on an ongoing basis).…”

Section: Literature Reviewmentioning

confidence: 99%

autoethnographic inquiry into the emergence of new forms and ways of organizing

Ţurcan¹

2020

CLaW

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This paper employs analytic autoethnography within a previous life in an organization and within social science to explore the emergence of new forms and ways of organizing in a new venture that was launched as a branch in an emerging market by an international non-for-profit organization. It responds to extant scarcity of knowledge about internal organization of entrepreneurial ventures as most of research about internal organization of firms comes from the research on large established organizations. In the early stage of new venture emergence, entrepreneurs shall be aware of the interplay between: understanding the new venture socio-politically and cognitively through unsophisticated uncertainty; timing of acquiring socio-political and cognitive legitimacy through legitimation temporaling; shared and non-shared understanding of the value (problem) of the new venture through disguised and true value theorizing; dependent and independent organization through diversifying funding sources; and headquarters and branch visions and missions through dominant logic crisis.

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Section: Literature Reviewmentioning

confidence: 99%

autoethnographic inquiry into the emergence of new forms and ways of organizing

Ţurcan¹

2020

CLaW

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“…Because of this, MDsoft came to the attention of a global technology company, BIGsoft, 5 which was planning to test the consumer appetite for pay-per-view live streaming media events. They organized a concert starring an A-list pop performer as their test event.…”

Section: Legitimating Uksoft In the Ukmentioning

confidence: 99%

“…It also suffers from theoretical paucity [4] and needs to borrow more actively from other disciplines in order for a robust international entrepreneurship theory to emerge [2]. To this criticism, we may add that research on legitimation in international business and research in international entrepreneurship are, respectively, in an embryonic stage [5] and virtually non-existent [4].…”

Section: Introductionmentioning

confidence: 99%

The Emergence of an International New Software Venture from an Emerging Economy

Ţurcan

Fraser²

2012

Lecture Notes in Business Information Processing

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This study is positioned at the intersection of legitimation and international entrepreneurship theories. It is a longitudinal ethnographic case study that explores the process of emergence of an international new software venture from an emerging economy and the effect this venture has on the process of industry creation in that economy. Data were collected over a two year period, 2010-2011, via in-depth interviews, observations, and unobtrusive data. Data analysis reveals three different contexts in which legitimation took place: legitimation of the new venture domestically and internationally, and legitimation of the new industry. To acquire cognitive legitimacy and sociopolitical legitimacy and successfully internationalize, an international new venture needs to design a robust business model targeting both internal and external stakeholders, engage in persuasive argumentation invoking familiar cues and scripts, promote and defend incentives and operating mechanisms in political negotiations, and overcome the country-of-origin effect by pursuing a technology legitimation strategy.

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“…It also suffers from theoretical paucity (Jones et al, 2011) and needs to borrow more actively from other disciplines in order for a robust international entrepreneurship theory to emerge (Turcan et al, 2010). To this criticism, we may add that research on legitimation in international business and research in international entrepreneurship are, respectively, in an embryonic stage (Turcan et al, 2012) and virtually non-existent (Jones et al, 2011). In our quest, we side with Alon and Rottig (2013, p. 487) who suggest that "emerging markets provide an opportunity to examine entrepreneurship in different contexts and forms".…”

Section: Introductionmentioning

confidence: 99%

An ethnographic study of new venture and new sector legitimation

Ţurcan

Fraser

2016

International Journal of Emerging Markets

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This study explores the process of legitimation of international new ventures from an emerging economy and the effect such ventures have on the process of creation and legitimation of a new industry in that economy. It is a longitudinal ethnographic case study. Following an inductive theory building approach, data were collected over an eleven year period via in-depth interviews, participant observations, and unobtrusive data. Data reveal three different contexts in which legitimation takes place: legitimation of the new industry and of the new venture domestically and internationally. A new venture drives the process of industry legitimation by achieving legitimacy threshold first nationally at meso and micro levels as well as internationally. The challenge therefore for such a venture is to establish legitimacy in the absence of any precedents at the organization, industry or international levels. Unless at least one new venture achieves legitimacy threshold in a new industry there is no possibility for that industry to become institutionalized. The authors advocate for further research at the intersection between legitimation, international entrepreneurship and emerging markets in order to further advance the emergent theory. The data suggest that in order for an international new venture to achieve cognitive legitimacy and socio-political legitimacy in an emerging industry located in an emerging economy, and successfully internationalize, it shall (i) design a robust business model targeting both internal and external stakeholders, (ii) engage in persuasive argumentation invoking familiar cues and scripts, (iii) engage in political negotiations promoting and defending incentive and operating mechanisms, and (iv) overcome the country-of-origin effect by pursuing technology legitimation strategy. Governments and NGOs may wish to see new industries emerge but they lack the means and mandate to establish and lead them themselves, instead rely on enabling actions, such as investment in capacity building. However, building capacity for an as-yet non-existent industry in an emerging economy may prove to be counter-productive, driving a brain drain of qualified workers who are forced to migrate to find suitable work. Our work leads us to speculate about whether there may be a role for investment in programmes of industry legitimacy building in pursuit of public policy objectives. The study puts forward a process model of new industry legitimation. The model theorizes the process of change from an initial condition in which an industry does not exist to a final condition in which it is institutionalized. The model addresses the case where the initial catalyst is the formation of an international new venture that is the seed for the birth of the industry. Since both the new venture and the new industry lack cognitive and socio-political legitimacies, the model theorizes temporal emergence of these at organizational and industry levels, leading ultimately to institutionalization.

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Empirical Studies on Legitimation Strategies: A Case for International Business Research Extension

Cited by 14 publications

References 97 publications

autoethnographic inquiry into the emergence of new forms and ways of organizing

autoethnographic inquiry into the emergence of new forms and ways of organizing

The Emergence of an International New Software Venture from an Emerging Economy

An ethnographic study of new venture and new sector legitimation

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