BETWEEN ISOMORPHISM AND MARKET PARTITIONING: HOW ORGANIZATIONAL COMPETENCIES AND RESOURCES FOSTER CULTURAL AND SOCIOPOLITICAL LEGITIMACY, AND PROMOTE ORGANIZATIONAL SURVIVAL

Abstract

This paper analyzes a multidimensional model of organizational legitimacy, competencies, and resources in order to develop the linkage between institutional and resource-based perspectives by systematically detailing relationships among these factors and organizational viability. The underlying mechanisms of isomorphism and market partitioning serve as a point of departure by which the effects on organizational persistence of two sociocultural processes, cultural (constitutive) legitimation and sociopolitical (regulative) legitimation, are distinguished. Using data on 589 national self-help/mutual-aid organizations, this chapter explores how isomorphism and market partitioning foster legitimacy and promote organizational viability. Results show that the more differentiated an organization’s core competencies and resources, the greater the sociopolitical legitimacy; the more isomorphic an organization’s competencies and resources, the greater the cultural legitimacy. The latter isomorphic processes, however, do not promote greater organizational viability. In fact, while isomorphism legitimates with respect to cultural recognition, it is heterogeneity, not homogeneity, that promotes organizational survival.

Citation

Archibald, M.E. (2004), "BETWEEN ISOMORPHISM AND MARKET PARTITIONING: HOW ORGANIZATIONAL COMPETENCIES AND RESOURCES FOSTER CULTURAL AND SOCIOPOLITICAL LEGITIMACY, AND PROMOTE ORGANIZATIONAL SURVIVAL", Johnson, C. (Ed.) Legitimacy Processes in Organizations (Research in the Sociology of Organizations, Vol. 22), Emerald Group Publishing Limited, Leeds, pp. 171-211. https://doi.org/10.1016/S0733-558X(04)22006-7