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Tytuł artykułu

The adaptation of impression management and symbolic communication to counteract the loss of the company’s legitimacy

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Języki publikacji
EN
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EN
Purpose: Due to the increasing importance attached to how corporations attempt to build their legitimacies, it is not to be avoided to gain insight whether strategies they can implement can be assessed as being fair from the point of view of stakeholders. Because the way in which organizations communicate with stakeholders can be considered as being one of the sources of corporate legitimacy special attention should be paid to the level of sincerity and fairness in messages send to stakeholders by corporations. When analyzing the process of communication from this point of view symbols and symbolic management may become relevant factors. The paper determines circumstances under which corporations can use or resign from using impression management techniques, which is believed to be related to how they perceive both sources of their power over stakeholder (be it legitimacy or other established way of rendering stakeholders’ judgment about those corporations) and the level of uncertainty related to their operations carried out within given sectoral environment. Design/methodology/approach: The work is based on literature studies and critical review of hitherto established ways of analyzing symbolic management and its possible impact on how corporations take part in communication process aimed at legitimacy building. Findings: Research propositions have been built based on analysis that reveals how organizational failures in carrying out activities related to indicated types of legitimacy are expected to impact on the probability of making use of impression management techniques. Research limitations/implications: Limited number of types of legitimacy has been taken into account. Practical implications: Because impression management techniques may lead companies to problems with building relationships with stakeholders, companies need to take care of when they could be more inclined to use those techniques. Then in spite of greater probability that those techniques may be implemented, companies may decide on more sincere communication. Originality/value: The approaches to problems related to impression management techniques should allow for showing that in addition to phenomena like legitimacy or reputation, those related to stigmatization and disapproval appear to be significant when analyzing corporate communication. The communication when being symbolic not necessarily should be disregarded.
Słowa kluczowe
Rocznik
Tom
Strony
101--116
Opis fizyczny
Bibliogr. 21 poz.
Twórcy
  • Department of Enterprise Management, University of Economics in Katowice
  • Department of Enterprise Management, University of Economics in Katowice
Bibliografia
  • 1. Bitektine, A. (2011). Toward a theory of social judgements of organizations: the case of legitimacy, reputation, and status. Academy of Management Review, Vol. 36, Iss. 1, pp. 151-179.
  • 2. Boudt, K., and Thewissen, J. (2019). Jockeying for position in CEO letters: impression management and sentiment analytics. Financial Management, Spring, pp. 77-115.
  • 3. Cho, Ch.H., Roberts, R.W., and Patten, D.M. (2010). The language of US corporate environmental disclosure. Accounting, Organizations and Society, Vol. 35, Iss. 4, pp. 431-443.
  • 4. Deephouse, D.L., and Carter, S.M. (2005). An examination of differences between organizational legitimacy and organizational reputation. Journal of Management Studies, Vol. 42, Iss. 2, pp. 329-360.
  • 5. Diez-De-Castro, E., and Peris-Ortiz, M. (2018). Preface. In: E. Diez-De-Castro and M. Peris-Ortiz (eds.), Organizational legitimacy. Challenges and opportunities for Business and Institutions (pp. V-IX). Springer.
  • 6. Diez-De-Castro, E., Peris-Ortiz, M., and Diez-Martin, F. (2018). Criteria for evaluating the organizational legitimacy: a typology for legitimacy jungle. In: E. Diez-De-Castro and M. Peris-Ortiz (eds.), Organizational legitimacy. Challenges and opportunities for Business and Institutions (pp. 1-22). Springer.
  • 7. El-Bassiouny, N., Darrag, M., and Zahran, N. (2018). Corporate Social Responsibility (CSR) communication patterns in an emerging market. An exploratory study. Journal of Organizational Change Management, Vol. 31, Iss. 4, pp. 795-809.
  • 8. Falkheimer, J. (2014). The power of strategic communication in organizational development. International Journal of Quality and Service Sciences, Vol. 6, Iss. 2/3, pp. 124-133.
  • 9. Glynn, M.A. (2000). When cymbals become symbols: Conflict over organizational identity within a symphony orchestra. Organization Science, Vol. 11, Iss. 3, pp. 285-298.
  • 10. Guan, J., Hou, S., and Noronha, C. (2021), Value co-creation through corporate social responsibility in a typical controversial industry: Evidence from Macao. Journal of Global Scholars of Marketing Science, doi: 10.1080/21639159.2020.1808832, pp. 1-18.
  • 11. Hahn, R., and Lülfs, R. (2014). Legitimizing negative aspects in GRI-oriented sustainability reporting: a qualitative analysis of corporate disclosure strategies. Journal of Business Ethics, Vol. 123, Iss. 3, pp. 401-420.
  • 12. Hsu, G., Koçak, O., and Kovács, B. (2018). Co-opt or coexist? A study of medical cannabis dispensaries’ identity-based responses to recreational-use legalization in Colorado and Washington. Organization Science, Vol. 29, Iss. 1, pp. 172-190.
  • 13. Ngai, C.S-B., and Singh, R.G. (2018). Reading beyond the lines: themes and cultural values in corporate leaders’ communication. Journal of Communication Management, Vol. 22, Iss. 2, pp. 212-232.
  • 14. Oliveira, J., Azevedo, G., and Borges, F. (2016). Impression management and self- presentation dissimulation in Portuguese chairman’ statements. Corporate Communications: An International Journal, Vol. 21, Iss. 3, pp. 388-408.
  • 15. Patelli, L., and Pedrini, M. (2014). Is the optimism in CEO’s letters to shareholders sincere? impression management versus communicative action during the economic crisis. Journal of Business Ethics, Vol. 124, Iss. 1, pp. 19-34.
  • 16. Payne, G., Cruz-Suarez, A., and Prado-Román, A. (2018). Legitimacy as competitive advantage: a US airline case study In: E. Diez-De-Castro and M. Peris-Ortiz (eds.), Organizational legitimacy. Challenges and opportunities for Business and Institutions (pp. 121-140). Springer.
  • 17. Schnackenberg, A.K., Bundy, J., and Westphal, J.D. (2019). Capitalizing on categories of social construction: a review and integration of organizational research on symbolic management strategies. Academy of Management Annals, Vol. 13, Iss. 2, pp. 375-413.
  • 18. Suchman, M.C. (1995).Managing legitimacy: strategic and institutional approaches, Academy of Management Review, Vol. 20, Iss. 3, pp. 571-610.
  • 19. van Halderen, M.D., van Riel C.B.M. and Brown, T.J. (2011). Balancing between legitimacy and distinctiveness in corporate messaging: a case study in the oil industry. Corporate Reputation Review, vol. 14, Iss. 4, pp. 273-299.
  • 20. Vergne J.-P. (2012). Stigmatized categories and public disapproval of organizations: a mixed-methods study of the global arms industry, 1996-2007. Academy of Management Journal, Vol. 55, Iss. 5, pp. 1027-1052.
  • 21. Westphal, J.D., and Zajac, E.J. (1998). The symbolic management of stockholders: corporate governance reforms and shareholder reactions. Administrative Science Quarterly, Vol. 43, Iss. 1, pp. 127-153.
Uwagi
PL
Opracowanie rekordu ze środków MEiN, umowa nr SONP/SP/546092/2022 w ramach programu "Społeczna odpowiedzialność nauki" - moduł: Popularyzacja nauki i promocja sportu (2022-2023).
Typ dokumentu
Bibliografia
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bwmeta1.element.baztech-cd13da24-cf3f-40b5-a9de-53403ac0c5a9
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