Legitimacy Deficits of International Organizations: design, drift, and decoupling at the UN Security Council

Stephen, Matthew D.

doi:10.1080/09557571.2018.1476463

Cited by 33 publications

(20 citation statements)

References 104 publications

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“…For example, it is suggestive that an evaluation of UN staff recruitment carried out by the UN Joint Inspection Unit in 2012 uncovered a widespread view among staff at large that ‘the rules, policies and procedures governing recruitment are neither consistently applied nor effectively implemented’ (United Nations Joint Inspection Unit, 2012b: 5). Our findings are consistent with approaches that emphasize the relevance of decoupling to the work of international organizations (Kentikelenis et al, 2016; Stephen, 2018).…”

Section: Discussionsupporting

confidence: 90%

The long march through the institutions: Emerging powers and the staffing of international organizations

Pařízek¹,

Stephen²

2020

Cooperation and Conflict

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How successful have emerging powers been at increasing their representation within the secretariats of international organizations (IOs)? We examine the representation of the BRIC countries (Brazil, Russia, India, and China) in the International Monetary Fund (IMF), the World Trade Organization (WTO) and the United Nations (UN) System, including the UN Secretariat, over the last two decades. The analysis reveals four major findings. First, some redistribution of staff positions from established to emerging powers has taken place, but it has been relatively minor. Second, nationals from emerging powers are still strongly under-represented in international secretariats in comparison with those from established powers. Third, emerging powers’ representation at the IMF and WTO increased more than in the UN, where it actually declined. Fourth, there is strong variation between emerging powers: India appears to be the most successful emerging power in sending its nationals to the secretariats of IOs, Brazil’s and China’s records are mixed, and Russia has fared poorly. We interpret our findings in light of international relations theories and theories of institutional path dependence. The results suggest that staffing patterns are only loosely related to shifts in economic size and are subject to strong independent institutional dynamics.

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Section: Discussionsupporting

confidence: 90%

The long march through the institutions: Emerging powers and the staffing of international organizations

Pařízek¹,

Stephen²

2020

Cooperation and Conflict

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“…Moral legitimacy deficit may arise out of situations in which an institution fails to change (or is not flexible), but its normative and political environment changes. In other words, when organisations do not adapt to a changing political and normative environment, this may lead to a deficit in perceived legitimacy (Stephen, 2018). More importantly, if the constituency believes the organisation is breaking the rules of the political or economic system for immoral reasons, this can threaten moral legitimacy (Yankelovich, 1974).…”

Section: Deficit Of Moral Legitimacymentioning

confidence: 99%

“…One of the important sources of moral legitimacy deficits is the failure to live up to existing standards or norms (breaking promises) (Stephen, 2018). When an organisation is perceived as not living up to its own standards or norms (including new ones), it is seen as breaking promises, which in turn hurts any forms of organisational legitimacy including moral legitimacy.…”

Section: Deficit Of Moral Legitimacymentioning

confidence: 99%

Moral versus pragmatic legitimacy and corporate anti-bribery disclosure: evidence from Australia

et al. 2021

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This study examines how the notions of moral and pragmatic legitimacy explain the role of the Australian Stock Exchange (ASX) corporate governance guidelines on anti-bribery disclosure practices by Australian companies. In particular, by focusing on the largest 100 ASX-listed companies between 2001 and 2011, we aim to explore how the competing notions of pragmatic and moral legitimacy explain anti-bribery disclosure practices and how, during moments of crisis, managers, via anti-bribery disclosures, create a deficit of moral legitimacy in pursuing pragmatic legitimacy. This paper finds that generally anti-bribery disclosures respond to the ASX corporate governance disclosure guidelinesthe norms that the broader community expects to be in place for businesses to be socially and ethically accountable. In particular, we find that when responding to the disclosure guidelines, managers are inclined to avoid disclosing actual incidents of bribery that have already been reported by the news media, consistent with avoiding possible financial penalties and protecting managerial and shareholders' interests. Such a corporate response is a compromise between maintaining moral legitimacy and gaining pragmatic legitimacy. The lack of corporate response to incidents of bribery, in turn creates a deficit in moral legitimacy.

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“…Existing studies (Stephen, 2018;Suddaby et al, 2017) demonstrate the strategies that organisations put forward to achieve and maintain their long-term "fit" with the environment for legitimacy, i.e. isomorphic, decoupling and performing strategies.…”

Section: Organisational Legitimacymentioning

confidence: 99%

How business legacy influences organising body legitimacy in the delivery of mega events: The drift to myth at Rio 2016

Merendino

Bek

Timms

2021

Journal of Business Research

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Legitimacy Deficits of International Organizations: design, drift, and decoupling at the UN Security Council

Cited by 33 publications

References 104 publications

The long march through the institutions: Emerging powers and the staffing of international organizations

The long march through the institutions: Emerging powers and the staffing of international organizations

Moral versus pragmatic legitimacy and corporate anti-bribery disclosure: evidence from Australia

How business legacy influences organising body legitimacy in the delivery of mega events: The drift to myth at Rio 2016

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