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Publication date: 27 October 2022

Jeffrey W. Lucas, Kristin Kerns-D'Amore, Michael J. Lovaglia, Shane D. Soboroff and Jasmón Bailey

To use a behavioral measure of legitimacy to study how differences in negotiating style and status affect the legitimacy of persons in high-power network positions. Predictions…

Abstract

Purpose

To use a behavioral measure of legitimacy to study how differences in negotiating style and status affect the legitimacy of persons in high-power network positions. Predictions include (1) that powerful network actors who negotiate using a pro-group style will maintain legitimacy better than will those who negotiate selfishly and (2) those higher in status will be granted more legitimacy both before and after exchange than powerful actors lower in status.

Method

An experimental study in which participants were connected in networks to powerful partners who were portrayed as consistently high or low on several status characteristics. Both before and after exchange, participants evaluated partners on a number of dimensions and made decisions on whether to vote to join a coalition to take the partner's power away, a direct behavioral indicator of legitimacy.

Findings

High-power partners lost legitimacy over the course of exchange irrespective of whether they negotiated in pro-group or selfish ways, and irrespective of whether they were high or low in status. This effect was pronounced for partners who negotiated selfishly. Although partner status predicted legitimacy prior to exchange, legitimacy evaluations after exchange appeared entirely driven by the partner's negotiating style (how the power was used) and not by status.

Research Implications

The project introduces a new behavioral measure of legitimacy that correlated highly with self-report items and should be of value in future research. The study also indicates promising directions for future research that might disentangle effects of power and status on legitimacy, along with adjudicating among explanations for why this study did not find status effects on legitimacy.

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Advances in Group Processes
Type: Book
ISBN: 978-1-80455-153-0

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Book part
Publication date: 13 October 2015

Catherine C. Eckel, Haley Harwell and José Gabriel Castillo G.

This paper replicates four highly cited, classic lab experimental studies in the provision of public goods. The studies consider the impact of marginal per capita return and group…

Abstract

This paper replicates four highly cited, classic lab experimental studies in the provision of public goods. The studies consider the impact of marginal per capita return and group size; framing (as donating to or taking from the public good); the role of confusion in the public goods game; and the effectiveness of peer punishment. Considerable attention has focused recently on the problem of publication bias, selective reporting, and the importance of research transparency in social sciences. Replication is at the core of any scientific process and replication studies offer an opportunity to reevaluate, confirm or falsify previous findings. This paper illustrates the value of replication in experimental economics. The experiments were conducted as class projects for a PhD course in experimental economics, and follow exact instructions from the original studies and current standard protocols for lab experiments in economics. Most results show the same pattern as the original studies, but in all cases with smaller treatment effects and lower statistical significance, sometimes falling below accepted levels of significance. In addition, we document a “Texas effect,” with subjects consistently exhibiting higher levels of contributions and lower free-riding than in the original studies. This research offers new evidence on the attenuation effect in replications, well documented in other disciplines and from which experimental economics is not immune. It also opens the discussion over the influence of unobserved heterogeneity in institutional environments and subject pools that can affect lab results.

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Replication in Experimental Economics
Type: Book
ISBN: 978-1-78560-350-1

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Book part
Publication date: 27 April 2004

Anna C Johansson and Jane Sell

The use of routines in the decision-making process of individuals, groups and organizations is a well accepted yet taken for granted phenomenon. One goal of organizations is to…

Abstract

The use of routines in the decision-making process of individuals, groups and organizations is a well accepted yet taken for granted phenomenon. One goal of organizations is to develop group routines that are efficient, but at the same time flexible. However, this presents a paradox because routines that are efficient at one point in time, or for a particular task, may persist, be unquestioned, and become increasingly inefficient for the group and the organization. This chapter develops a formal theory that describes the processes by which the legitimation of particular group structures impacts the development and use of group routines. The theory presented draws from theories of legitimation, expectation states theory, and institutional theory. The theory formally depicts three sources of legitimation: a referential belief structure (set of cultural beliefs) about expertise and leadership, authorization or superordinate support of a leader, and endorsement (support by group) of a leader. Specifically, the theory addresses: (1) how different sources of legitimation make groups more or less hierarchical; and (2) how the different sources of legitimation make group routines more or less flexible.

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Legitimacy Processes in Organizations
Type: Book
ISBN: 978-0-76231-008-1

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Book part
Publication date: 27 April 2004

Karen A Hegtvedt and Jody Clay-Warner

Processes of legitimacy and justice pervade work organizations. Here we focus on how legitimacy (collective sources of support for an authority) and procedural justice (use of…

Abstract

Processes of legitimacy and justice pervade work organizations. Here we focus on how legitimacy (collective sources of support for an authority) and procedural justice (use of fair procedures) affect how individuals interpret and respond to situations involving unfair outcomes such as underpayment. We draw upon the legitimacy perspective of Walker and Zelditch and the procedural justice approach of Tyler to develop two new models, one in which the two factors constitute objective and independent contextual elements and one in which perceptions of legitimacy and procedural justice are reciprocal. Both models have implications for understanding fairness and compliance in organizations.

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Legitimacy Processes in Organizations
Type: Book
ISBN: 978-0-76231-008-1

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Book part
Publication date: 14 November 2003

Morris Zelditch and Henry A Walker

A centuries-long history of theory and research shows that every authority system tries to cultivate a belief in its legitimacy. This paper focuses on the legitimation of regimes…

Abstract

A centuries-long history of theory and research shows that every authority system tries to cultivate a belief in its legitimacy. This paper focuses on the legitimation of regimes – social relationships and the rules that govern them. We use existing theory and research to identify a basic legitimation assumption that includes four conditions necessary to establish legitimacy. We also identify four corollaries of the assumption and use our own published and unpublished laboratory research to show (1) how successful experimental procedures satisfy the assumption’s conditions, and (2) how the failure of experimental procedures to establish legitimacy violate the assumption and its corollaries.

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Power and Status
Type: Book
ISBN: 978-0-76231-030-2

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Book part
Publication date: 2 March 2021

Eric W. Schoon and Robert J. VandenBerg

Illegitimacy is widely identified as a cause of revolution and other forms of transformative political change, yet when and how it affects these processes is ambiguous. We examine…

Abstract

Illegitimacy is widely identified as a cause of revolution and other forms of transformative political change, yet when and how it affects these processes is ambiguous. We examine when and how illegitimacy affects the stability of political regimes through a historical analysis of South Africa's National Party (NP) and its apartheid regime, which lasted from 1948 to 1994. Many scholars of South Africa identify the regime's illegitimacy as a catalyst for the end of apartheid. Yet, consistent with assertions that illegitimacy does not result in political instability, the NP maintained power for decades despite a domestic crisis of legitimacy and a global movement that decried the apartheid regime's illegitimacy. Interrogating this contradiction, we detail how the regime's illegitimacy contributed to the negotiated revolution in South Africa when it resulted in unacceptable costs for the allies that the government depended on for survival, motivating those allies to withdraw support. Building on our findings, we detail how turning attention to the ways that illegitimacy affects relationships with allies – rather than particular outcomes, such as revolution or state failure – allows us to account for variation in both when and how illegitimacy matters.

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Power and Protest
Type: Book
ISBN: 978-1-83909-834-5

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Book part
Publication date: 27 April 2004

Cathryn Johnson

Before addressing these three issues, I provide some background on the key theoretical approaches to legitimacy employed in this volume: two legitimacy theories in social…

Abstract

Before addressing these three issues, I provide some background on the key theoretical approaches to legitimacy employed in this volume: two legitimacy theories in social psychology and institutional theory in organizational analysis. Virtually every contributor draws upon at least one of these theories; several authors draw upon two of these theories, offering a way to bridge them and/or apply them to a substantive concern.

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Legitimacy Processes in Organizations
Type: Book
ISBN: 978-0-76231-008-1

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Book part
Publication date: 27 April 2004

Henry A Walker

This chapter revisits and extends the multiple-source, multiple-object theory of legitimacy in organizations. It introduces the idea of legitimized regimes and uses it to extend…

Abstract

This chapter revisits and extends the multiple-source, multiple-object theory of legitimacy in organizations. It introduces the idea of legitimized regimes and uses it to extend the theory’s range beyond the usual focus on power and domination. The theory describes mechanisms that: (1) establish the legitimacy of new or contested regimes; and (2) facilitate the spread of legitimacy to structures and processes that lie outside organizational boundaries. The chapter uses current affirmative action debates to illustrate the mechanisms under study. The work concludes with a summary that includes discussion of prospects for research on extensions of the multiple-source, multiple-object theory.

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Legitimacy Processes in Organizations
Type: Book
ISBN: 978-0-76231-008-1

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Book part
Publication date: 6 June 2006

Jeffrey W. Lucas and Michael J. Lovaglia

The processes of legitimation and institutionalization are difficult to study because they are hard to measure. Instead, theories of legitimacy use its elements to explain various…

Abstract

The processes of legitimation and institutionalization are difficult to study because they are hard to measure. Instead, theories of legitimacy use its elements to explain various effects. We propose that these effects are due to the trust-building aspects of legitimation and institutionalization. If research can establish the trust-building nature of legitimation, then theoretical research programs in the area may progress more rapidly. Research on leadership in groups can be used to assess fundamental questions of legitimacy and trust because group leadership represents an interface between research on organizations and basic group processes. We describe an experimental setting to investigate legitimation, institutionalization, and trust.

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Advances in Group Processes
Type: Book
ISBN: 978-0-76231-330-3

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Article
Publication date: 1 June 1996

Thomas M. Walker

Many public library administrators are being forced to look toward outsourcing as a way of securing critical support services. Begins with a description of the Charleston County…

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Abstract

Many public library administrators are being forced to look toward outsourcing as a way of securing critical support services. Begins with a description of the Charleston County Library’s use of cataloging outsourcing services, followed by an explanation of the various methods employed by vendors to transmit cataloging data to customers. There are practical suggestions for those considering an outsourcing arrangement, with solutions for offsetting the cataloging quality shortcomings inherent in some outsourcing practices. Concludes that with proper planning and vigilance, outsourcing can produce a quality product, one that will allow the technical‐services staff the time needed to construct a unified index for the library’s multifarious materials and information sources.

Details

The Bottom Line, vol. 9 no. 2
Type: Research Article
ISSN: 0888-045X

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