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Strategies of Legitimacy Through Social Media: The Networked Strategy

Castello Molina, Itziar, Etter, Michael and Årup Nielsen, Finn (2015) Strategies of Legitimacy Through Social Media: The Networked Strategy Journal of Management Studies, 53 (3). pp. 402-432.

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Abstract

How can corporations develop legitimacy when coping with stakeholders who have multiple, often conflicting sustainable development (SD) agendas? We address this question by conducting an in‐depth longitudinal case study of a corporation's stakeholder engagement in social media and propose the concept of a networked legitimacy strategy. With this strategy, legitimacy is gained through participation in non‐hierarchical open platforms and the co‐construction of agendas. We explore the organizational transition needed to yield this new legitimacy approach. We argue that, in this context, legitimacy gains may increase when firms are able to reduce the control over the engagements and relate non‐hierarchically with their publics. We contribute to the extant literature on political corporate social responsibility and legitimacy by providing an understanding of a new context for engagement that reconfigures cultural, network, and power relations between the firm and their stakeholders in ways that challenge previous forms of legitimation.

Item Type: Article
Divisions : Faculty of Arts and Social Sciences > Surrey Business School
Authors :
NameEmailORCID
Castello Molina, Itziari.castello@surrey.ac.uk
Etter, Michael
Årup Nielsen, Finn
Date : May 2015
DOI : 10.1111/joms.12145
Copyright Disclaimer : © 2015 John Wiley & Sons Ltd and Society for the Advancement of Management Studies
Uncontrolled Keywords : legitimacy; Social media; Stakeholder engagement; Sustainable development
Additional Information : Special Issue: Managing for Political Corporate Social Responsibility
Depositing User : Clive Harris
Date Deposited : 26 Jul 2019 08:56
Last Modified : 26 Jul 2019 08:56
URI: http://epubs.surrey.ac.uk/id/eprint/852313

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