Different ways to build legitimacy via controls within inter-organisational relationships
| Control-related strategies for building different types of legitimacy | |
|---|---|
| Pragmatic legitimacy: utility for stakeholders delivered by the contractor with its activities | |
| Exchange attributes | Adapting and conforming to the stakeholders’ needs by evaluating and monitoring adaptation. Communicating the conformance |
| Specifying and co-ordinating activities with procedures | |
| Influence attributes | Co-opting stakeholders into the decisionmaking structures and communication, making them feel in control |
| Dispositional attributes | Adapting and communicating conformity to stakeholders’ values by using controls in interactions |
| Moral legitimacy: a general positive normative evaluation (‘rightness of actions’) of the contractor and its activities (by employees) | |
| Consequences | Conforming to ideals of fair consequences of actions by demonstrating fair outcomes in (HRM) practices |
| Procedures | Demonstrating responsibility and esteem in the (HRM) procedures |
| Cognitive legitimacy: Comprehensibility (or “taken-for-grantedness”) of the contractor and its operations | |
| Predictability/ plausibility | Formalising and professionalising operations with procedures, presenting them as simple activities |
| (Permanence) | Fostering interconnections with the stakeholders in organisational structures |
| Popularising and standardising new models, while also seeking certification | |
| Control-related strategies for building different types of legitimacy | |
|---|---|
| Exchange attributes | Adapting and conforming to the stakeholders’ needs by evaluating and monitoring adaptation. Communicating the conformance |
| Specifying and co-ordinating activities with procedures | |
| Influence attributes | Co-opting stakeholders into the decisionmaking structures and communication, making them feel in control |
| Dispositional attributes | Adapting and communicating conformity to stakeholders’ values by using controls in interactions |
| Consequences | Conforming to ideals of fair consequences of actions by demonstrating fair outcomes in (HRM) practices |
| Procedures | Demonstrating responsibility and esteem in the (HRM) procedures |
| Predictability/ plausibility | Formalising and professionalising operations with procedures, presenting them as simple activities |
| (Permanence) | Fostering interconnections with the stakeholders in organisational structures |
| Popularising and standardising new models, while also seeking certification | |
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