Managing Legitimacy in Business‐driven Social Change: The Role of Relational Work

Verena Girschik*

*Corresponding author for this work

Research output: Contribution to journalJournal articleResearchpeer-review

Abstract

This paper examines how companies manage their legitimacy in driving social change, drawing attention to how companies proactively negotiate their involvement with nonmarket actors. Building on the legitimacy‐as‐process perspective, I argue that companies construct the legitimacy of their involvement by engaging in relational work, i.e. by investing efforts in shaping their relations with others and thereby redefining roles and responsibilities. To explore the role of relational work in business‐driven social change, I present an inductive, interpretive study of a pharmaceutical company's efforts to build a market for its products by improving diabetes care in Indonesia. Grounded in the empirical study, I develop a process model to explain how legitimacy is redefined from the bottom‐up, i.e. how a company's involvement is re‐negotiated in situ and crafted to attain the social approval of a wider audience. Advancing the micro‐foundations of nonmarket strategy, my model offers new insights into how companies can organize with nonmarket actors and how they can effectively publicize their involvement as socially responsible. I also discuss the model's implications for a more critical research agenda on the political responsibilities of companies in social change.
Original languageEnglish
JournalJournal of Management Studies
Number of pages42
ISSN0022-2380
DOIs
Publication statusPublished - 5 Dec 2019

Bibliographical note

Epub ahead of print. Published online: 5. December 2019

Keywords

  • Business in society
  • Legitimacy
  • Nonmarket strategy
  • Relational strategies
  • Social change

Cite this

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abstract = "This paper examines how companies manage their legitimacy in driving social change, drawing attention to how companies proactively negotiate their involvement with nonmarket actors. Building on the legitimacy‐as‐process perspective, I argue that companies construct the legitimacy of their involvement by engaging in relational work, i.e. by investing efforts in shaping their relations with others and thereby redefining roles and responsibilities. To explore the role of relational work in business‐driven social change, I present an inductive, interpretive study of a pharmaceutical company's efforts to build a market for its products by improving diabetes care in Indonesia. Grounded in the empirical study, I develop a process model to explain how legitimacy is redefined from the bottom‐up, i.e. how a company's involvement is re‐negotiated in situ and crafted to attain the social approval of a wider audience. Advancing the micro‐foundations of nonmarket strategy, my model offers new insights into how companies can organize with nonmarket actors and how they can effectively publicize their involvement as socially responsible. I also discuss the model's implications for a more critical research agenda on the political responsibilities of companies in social change.",
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Managing Legitimacy in Business‐driven Social Change : The Role of Relational Work. / Girschik, Verena.

In: Journal of Management Studies, 05.12.2019.

Research output: Contribution to journalJournal articleResearchpeer-review

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