Maintaining legitimacy in contested mature markets through discursive strategies: The case of corporate environmentalism in the French automotive industry

Debenedetti, Alain; Philippe, Déborah; Chaney, Damien; Humphreys, Ashlee

doi:10.1016/j.indmarman.2020.02.009

Cited by 22 publications

(22 citation statements)

References 71 publications

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“…This could be explained by delineating between the newly forming adult retail use market and the medicinal market in various states that enabled parts of this industry to evolve before the retail component. Maintaining legitimacy in contested mature markets through discursive strategies has been demonstrated by Debenedetti (2021) in the French automotive industry in the context of corporate environmentalism. Their work shows that there are two main differences between the legitimation dynamics in mature markets from those in earlier stages of the market.…”

Section: Conclusion and Future Researchmentioning

confidence: 96%

Institutional Work and Brand Strategy in the Contested Cannabis Market

Coskuner-Balli

Pehlivan

Hughes

2021

Journal of Macromarketing

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How can brands adopt institutional work towards establishing themselves in a highly contested market? Defining contested markets as fields in which the plural logics of the market are in tension with each other and/or with societal level logics, our research explores the institutional work of one pioneer brand – MedMen – in the legal cannabis market in the United States. Analysis of MedMen's marketing communication campaigns and corporate press releases between 2018 and 2020 reveal vesting, mimicry, and constructing consumer identities as the main types of institutional work the brand has adopted. Our findings inform extant research on market dynamics by documenting the types of institutional work brands can strategically adopt to establish themselves in contested markets.

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Section: Conclusion and Future Researchmentioning

confidence: 96%

Institutional Work and Brand Strategy in the Contested Cannabis Market

Coskuner-Balli

Pehlivan

Hughes

2021

Journal of Macromarketing

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“…What seems clear is that legitimacy is essential to new companies seeking to gain a foothold in the market (Fisher, Kotha & Lahiri, 2016;Fisher, Kuratko, Bloodgood & Hornsby, 2017;Taeuscher, Bouncken & Pesch, 2021), as well as for those already settled in it (Scott, 2014;Debenedetti, Philippe, Chaney & Humphreys, 2021), being an intangible asset essential for the survival and success of companies (Del-Castillo-Feito, Blanco-González & Delgado-Alemany, 2020).…”

Section: Legitimacy and Market Valuementioning

confidence: 99%

Intangible assets and business results of large companies

Carabel

González

Peces

2021

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Purpose:To analyze the main types of intangible assets as sources of economic and social outcomes in large corporations. Design/methodology:We create a sample of large corporations with data from two secondary databases: Fortune Most Admired Companies and Interbrand. We study business' legitimacy through their presence on Google.com. We perform quantitative analysis by testing the proposed hypotheses against a structural equation model built using the PLS method. Findings:We confirm the value of brands and legitimacy as sources of economic outcomes. We observe that perceived quality and brand equity influence social results. We conclude that perceived quality alone does not improve brand or market value. Research limitations/implications:The main limitation is related to the characteristics of the companies in the sample: large, highly institutionalized multinational corporations. Practical implications:The results offer several considerations for managers seeking to improve organizational outcomes. Intangible assets must be managed along with tangible assets in order for organizations to survive and thrive in the marketplace. Originality/value:The principal contribution of this study is to demonstrate the importance of managing intangible assets so that the organization can maintain or improve its legitimacy and its economic outcomes.

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“…Companies seek to expand into new markets and build a strong competitive position. To ensure their sustainability, a legitimating effort is organised to accept the new product and associated technologies (Debenedetti et al 2020). The revelation for green marketing significantly alters an organisation's strategy and its competitive position.…”

Section: Managerial Implicationsmentioning

confidence: 99%

“…Indeed, an eco-friendly strategy, based on resources and core competencies of the company, changes its position on the market. Investing in environmental activities provides business opportunities in terms of cost reductions or increased competitiveness (Debenedetti et al 2020). This work suggests that managers and business decision-makers exploit their environmental commitments in the exploration and exploitation of new keys to success, innovation and improvement of the competitiveness of their enterprises.…”

Section: Managerial Implicationsmentioning

confidence: 99%

“…Moreover, the results demonstrate that RGM affects environmental competitiveness through green strategic intent. Debenedetti et al (2020) find that to maintain their legitimacy, firms communicate to their customers about environmental actions, which can influence consumer perception and attitude towards this organisation's products and brands. Then, environmental disclosure can build a competitive advantage.…”

Section: Managerial Implicationsmentioning

confidence: 99%

See 1 more Smart Citation

Resources and green strategic intent: towards improving the competitiveness of Tunisian industrial companies

Karra

2021

SN Bus Econ

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Nowadays, particular attention is given to the environmental issues related to companies' activities. Thus, a significant concern is granted to the environmental issues worldwide, including the business world. Drawing on the resource-based view and the strategic intent approach, this study examines the relationship between socioorganizational manoeuvres undertaken by companies to protect the environment, green strategic intent, and environmental competitiveness. It also explores the moderating effect of environmental culture on the relationship between green strategic intent and environmental competitiveness. This study was conducted among 62 Tunisian industrial companies. Structural equation modelling using SmartPLS 2.0 was used to investigate the relationships between the study variables. The results show the positive effect of awareness of environmental issues, practical and technical responses to the effects of pollution and revelation for green marketing on the companies' green strategic intent. The findings indicate that green strategic intent partially mediates the relationships between revelation for green marketing and environmental competitiveness. This study suggests that a decision-maker exploits environmental commitments in the exploration and exploitation of new keys to success, innovation, and improving the competitiveness of their enterprises. The results contribute to the environmental management literature by highlighting the socioorganizational manoeuvres undertaken by companies to protect the environment to act with a green strategic intent. Moreover, they emphasise the importance of the resources of the company to develop environmental strategic orientations and gain a competitive advantage.

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Maintaining legitimacy in contested mature markets through discursive strategies: The case of corporate environmentalism in the French automotive industry

Cited by 22 publications

References 71 publications

Institutional Work and Brand Strategy in the Contested Cannabis Market

Institutional Work and Brand Strategy in the Contested Cannabis Market

Intangible assets and business results of large companies

Resources and green strategic intent: towards improving the competitiveness of Tunisian industrial companies

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