INSTITUTIONAL EFFECTS ON THE STABILITY OF ORGANIZATIONAL AUTHORITY

Abstract

Three theories of legitimacy – Dornbusch and Scott’s “Evaluation and the Exercise of authority” (EEA), Walker and Zelditch’s “Legitimacy and the Stability of Authority” (LSA), and Meyer and Rowan’s “Institutonalized Organizations” (IO) – are integrated into a single consistent theory interrelating the internal and external legitimacy processes of organizations. One consequence of IO, the decoupling of sanctions, evaluations, and performance, contradicts EEA and LSA. The contradiction is addressed by aligning the scope of the three theories, which proves to be the source of the contradiction, accommodating their principles to the change in their scope. Translating their terms into a single, consistent language, auxiliary principles are formulated that interrelate their legitimacy processes and conditionalize pressures for evaluation and control and therefore the decoupling of sanctions, evaluations, and performance – the conditions depending on type of environment, extent of dependence on it, and its organization. Integration does not alter the basic principles of EEA or IO but does correct LSA’s over-estimation of the stability of authority and provides IO with a mechanism by which and refines the conditions under which sanctions, evaluations, and performance come to be decoupled.

Citation

Zelditch, M. (2004), "INSTITUTIONAL EFFECTS ON THE STABILITY OF ORGANIZATIONAL AUTHORITY", Johnson, C. (Ed.) Legitimacy Processes in Organizations (Research in the Sociology of Organizations, Vol. 22), Emerald Group Publishing Limited, Leeds, pp. 25-48. https://doi.org/10.1016/S0733-558X(04)22001-8