The Iterative Process of Legitimacy-Building in Hybrid Organizations

Rosser, Christian; Ilgenstein, Sabrina Alexa; Sager, Fritz

doi:10.1177/00953997211055102

Cited by 17 publications

(6 citation statements)

References 61 publications

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“…These findings are in line with Huybrechts and Nicholls (2013) who noticed that new collaborative relationships between social enterprises and other businesses require both pragmatic and moral legitimacy. The results of the study further confirm the idea of the development of legitimacy in hybrid organisations, like CBSEs, as a temporal process in which “pragmatic legitimacy has to be secured before moral and cognitive legitimacy can be achieved” (Rosser et al. , 2022, p. 1136).…”

Section: Discussionsupporting

confidence: 71%

“…As important as the legitimacy of service production is, the social acceptability of rural communities as service providers alongside and in cooperation with the public sector has rarely been examined in public administration literature (Kleinhans, 2017;Rosser et al, 2022;Vestrum et al, 2017). As previous research has demonstrated, different social groups can evaluate and judge an organisation, its activities and essence, very differently (e.g.…”

Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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Legitimacy of community-based social enterprises (CBSE) in service provision in rural areas

Rinne-Koski,

Lähdesmäki

2024

IJPSM

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PurposeMunicipalities seek new opportunities for co-producing services in rural areas. One potential partner is community-based social enterprises (CBSEs). However, whilst service co-production through CBSEs obscures the traditional roles of actors, it may lead to a legitimation crisis in local service provision. In this paper, the ways CBSEs are legitimised as service providers in rural areas are addressed from the CBSE and municipality perspectives.Design/methodology/approachEmpirical data combine interviews with CBSE representatives and open-ended national survey responses from municipality decision-makers. The data analysis is based on a qualitative content analysis to examine legitimation arguments.FindingsResults show that unestablished legitimacy and un-institutionalised support structures for co-production models build mistrust between CBSEs and municipalities, which prevents the parties from seeing the benefits of cooperation in service production.Research limitations/implicationsThe research focusses on the legitimation of CBSEs in service co-production in rural areas. As legitimation seems to be a context-specific process, future research is needed regarding other contexts.Practical implicationsMunicipalities interested in the co-production of services might benefit from establishing a collaborative and responsive (rural) service policy forum that would institutionalise new models of co-production and enable better design and governance of service provision.Originality/valueResults will give new theoretical and practical insights into the importance of legitimacy in the development of service co-production relationships.

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Section: Discussionsupporting

confidence: 71%

Section: Introductionmentioning

confidence: 99%

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Legitimacy of community-based social enterprises (CBSE) in service provision in rural areas

Rinne-Koski,

Lähdesmäki

2024

IJPSM

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“…Staessens et al (2019) observe a direct relationship between stronger economic and social performance indicating that financially viable operations contribute to greater legitimacy. As legitimacy is not static, but rather constantly renegotiated (Suddaby et al, 2017), it is important to create mechanisms for the resources accrued through pragmatic and moral legitimacy to be put to work to move the organisation to higher levels of legitimacy (cognitive) (Rosser et al, 2021). 'Re-investing' moral legitimacy gains into pragmatic legitimacy gains and vice versa would create a recursive feedback effect reinforcing the two types of legitimacy.…”

Section: Discussion: a Pragmatic And Moral Legitimacy Recursive Processmentioning

confidence: 99%

“…Successful outcomes are difficult to articulate for hybrid organisations due to the combination of distinct institutional logics (e.g. profit and non‐profit) (Battilana & Lee, 2014; Rosser et al., 2021) and the hybrid identity of their leaders (e.g. manager vs. health practitioner) (Martin et al., 2021; Numerato et al., 2012).…”

Section: Introductionmentioning

confidence: 99%

Complementary and Alternative Medicine legitimation efforts in a hostile environment: The case of Portugal

Bicho

Nikolaeva

Lages

2023

Sociology Health & Illness

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This article explores complementary and alternative medicine (CAM) organisations’ legitimation efforts that face extra obstacles as they are subject to more than one institutional logics (hybrids) and operate in a contested organisational space (hostile environment). CAM organisations espouse the health and market logics and their practices are questioned at an institutional level. The study is conducted in Portugal, where the legalisation of CAM therapies was a contested process over 10 years. Taking an abductive approach and drawing on qualitative interviews, the authors analyse CAM managers’ efforts to legitimise their practices and build viable organisations despite hostile conditions. Contrary to prior studies of hybrid healthcare organisations, CAM organisations derive moral legitimacy from the market logic rather than the health logic. The findings show that relationships, trust‐building and consumer education appear to be the primary vehicles for establishing pragmatic legitimacy. Thus, pragmatic legitimacy relies on the health logic. The market logic dominates the pursuit of moral legitimacy through financial sustainability, human capital, marketing communications and partnerships, and advocating complementarity with biomedicine. We propose a model through which organisations use pragmatic legitimacy to enhance moral legitimacy and to create recursive feedback between moral and pragmatic legitimacy on the path to cognitive legitimacy.

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Is open strategy a good fit for Public‐Private hybrid organizations?

Rosser,

Ilgenstein,

Jacobs

2024

European Policy Analysis

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This paper investigates whether the systematic application of open strategy can align goals in emerging public‐private hybrid organizations, which face the challenge of integrating different identities, forms, and rationales from both public and private stakeholders. We develop an evaluative framework, addressing three crucial issues for a public‐private hybrid's early development: What is the public‐private hybrid's purpose? Who are the strategic actors involved? What knowledge and skills are needed? By applying the framework to a qualitative case study from the field of Swiss innovation policy, we learn that inclusiveness and transparency largely depend on the timeline of a hybrid's emergence. Public‐private hybrids can either choose an inclusive, transparent but gradual, and slow strategy process or a speedy process characterized by the traditional ‘management at the top’ approach. This study offers both empirical and theoretical insights into strategy development in public‐private hybrid organizations and its significance for public policy implementation.

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The Iterative Process of Legitimacy-Building in Hybrid Organizations

Cited by 17 publications

References 61 publications

Legitimacy of community-based social enterprises (CBSE) in service provision in rural areas

Legitimacy of community-based social enterprises (CBSE) in service provision in rural areas

Complementary and Alternative Medicine legitimation efforts in a hostile environment: The case of Portugal

Is open strategy a good fit for Public‐Private hybrid organizations?

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