Power, Rationality and Legitimacy in Public Organizations

Abstract

In this paper we propose answers to the research question: how does power shape the construction of legitimacy in the context of public organizations? We suggest that while organizational structures of dominancy will be embedded, not all structures of dominancy align with those that are normatively presented as legitimate and authoritative. Such situations make the creation and sustenance of legitimacy problematic for organizational action. This paper advances our understanding of the relation between power, rationality and legitimacy by showing how structures of domination recursively constitute, and are constituted by, legitimacy that may not be authoritative. We show, empirically, how these relations prevented a police organization from reforming by breaking the recursive patterns of domination and legitimization. Theoretically, we argue that understanding organizational change must be connected to issues of power and legitimacy.

Comprendre les défis de la gouvernance en contexte pluraliste : le cas du programme VIH en Haïti

“…Pour être en mesure d'assurer le rôle de négociation et de conciliation des intérêts et stratégies des acteurs, il est nécessaire que le CNLS s'appuie sur une légitimité qui prend sa source à au moins deux niveaux : un cadre institutionnel et légal dans lequel il s'inscrit (source normative), 2) une reconnaissance de ces capacités de fédération (légitimité sociale). C'est dans ce sens que, Gordon et al (2009) affirment que l'autorité formelle conférée par le cadre institutionnel et légal ne garantit pas la légitimité; cette dernière devra aussi s'inscrire dans des normes et valeurs socialement constituées. Certaines conditions sont à même de faciliter l'établissement d'une légitimité sociale et son impact sur la coordination.…”

Justifying Coproduced Policeability: Restrained Creativity and New Modalities of (Dis)Agreements in the Swedish Police

“…By investigating how the police manage complex conditions for legitimate coproduction, the article draws on a wider theoretical discussion of how organizations are shaped by multiple institutionalized logics (Lee & Lounsbury, 2015;Thevénot, 2001;Thornton, Ocasio, & Lounsbury, 2012). Complementing conventional studies of the organizational conditions for legitimacy, this strand of research recognizes the influence of more complex combinations of values (Gordon, Kornberger, & Clegg, 2009;Scott, 2014). Furthermore, this article extends the focus to the undertheorized issue of how the content of legitimate interorganizational cooperation is shaped and maintained despite persistent friction between coproducer interests.…”

Blackboard bullies: workplace bullying in primary schools

“…A supportive organisational culture in which all members of staff are treated with respect and dignity is counter-indicative to the development of a bullying dynamic (Padilla et al 2007;Gordon et al 2009;Hutchinson et al 2010). In terms of school culture, the interviewees maintained that their bullying experiences had gone beyond the level of an interpersonal dispute between individuals and had, to use the metaphor offered by Diane, 'infected' the way the whole school operated.…”