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Theoretically, the paper aims to provide locus of legitimacy as a framework to not only introduce a multidimensional perspective on legitimacy but also expand the understanding about resource acquisition strategies of social enterprises. Empirically, the authors test the theoretical predictions by using cases from South Korea and Taiwan. Practically, the authors intend to assist chief executive officers (CEOs) of social enterprises in their effort to secure valuable resources and provide policy implications so that both South Korea and Taiwan learn from each other.

The authors use case methods to find evidence of the proposed theoretical framework. The initial search for target companies showed that social enterprises in South Korea and Taiwan were ideal samples. In-person, email and phone interviews were conducted on CEOs, and archival data on institutional environments and various aspects of social enterprises were collected. Collected data were analyzed using the locus of legitimacy framework to find out how different emphasis on locus of legitimacy impacted critical decisions of social enterprise, such as human, financial and network resources.

As predicted in the locus of the legitimacy framework, the analyses confirmed that locus of legitimacy did explain critical decisions of social enterprises in South Korea and Taiwan. First, significant institutional forces existed, shaping social enterprises behavior. For example, Taiwanese Jinu showed that greater emphasis was given to internal legitimacy, while South Korean Sohwa was higher in external locus of legitimacy. Such differences systematically impacted choices made on resource acquisition strategies. Jinu showed a greater similarity to those of for-profit companies, aligning key decisions of resource acquisition strategies to achieve financial viability as a top priority. However, Sohwa, though financial performance was still important, put more emphasis on meeting institutional demands from South Korean Government.

This study is one of early studies that attempts to understand the structure of legitimacy faced by social enterprises. The authors argue that organizations can play a more proactive role in securing legitimacy. The authors believe that locus of legitimacy framework complements the existing understanding about legitimacy in institutional theory. By introducing a multidimensional perspective about legitimacy, the authors add additional explanations about how firms exposed to different institutional forces can have diverse alternatives in resource acquisition strategies.

More than 80 percent of contemporary nation-states have founded educational ministries and compulsory education laws over the past two centuries (UNESCO, 2000). How modern state systems originated and have expanded is one of the classic questions of cross-national studies. A major reason, apart from structural variation that many social scientists observe, is that modern state systems are nearly universal. For instance, the structural arrangements of educational ministries and legal elements of compulsory education laws are fairly similar across nations, though the ages for free compulsory education vary and the names of educational ministries have changed over time (e.g. ministries of vocational education and training, secondary and special higher education, and adult education). The historical construction of educational ministries and laws are critical instances to illuminate the organizational reality of state action, reflecting modern state systems that have been deeply institutionalized throughout the world.¹

The purpose of this paper is to explore if any disparity exists between human capital information desired by financial analysts and fund managers and actual disclosure of such information in company annual reports, in the context of developing countries.

Financial analysts and fund managers were interviewed to obtain opinions on the importance attributed to human capital information and whether their desired information is disclosed in the annual reports. Content analysis was then used to assess the extent and nature of human capital information actually provided in the annual reports of 100 listed companies in Malaysia.

Interviewees seek information on company management and key corporate decision makers who could provide a firm with competitive advantage. However, the human capital information provided is limited, and tends to focus on directors, many of whom may be figureheads with little impact on the way companies are run and in creating value for the firm. Accordingly, analysts rely on alternative sources to get their desired information – a costly process for private shareholders.

The paper contributes to the literature on the demand for, and disclosure of, human capital information in the context of developing countries. It identifies the inadequacy of current human capital disclosure practices in company annual reports. The authors theorise that in developing countries, resource dependence, legitimacy-seeking and “culture” cause companies to pay relatively more attention to figureheads than value creators.

This chapter examines the role mass media plays in the maintenance of social control and policy formulation and implementation in the Trump political era. First, an historical survey of mass media theory is presented and used as an analytic lens through which to identify that mass media has long been recognized as a powerful tool of social control or disruption and in public policy formulation and implementation. Second, this chapter explores the challenges posed to society and policy when a president uses mass media to spread misinformation and disinformation. Third, this chapter identifies the divisive nature of US political attitudes in the Trump era and how social media contributes to cleavage. Fourth, this chapter explores efforts by foreign actors, particularly Russian, to spread discursive and thus social chaos through disinformation campaigns in the United States and other western democracies. This chapter concludes that mass media has been both a divisive and uniting force, although the rise of social media and its susceptibility to manipulation poses a danger to social cohesion and effective public policy formulation and implementation. These factors have contributed to civil divisiveness and lack of policy clarity.

In France, no other specialist business function is so predominantly marked by culture as HRM. In France, Cartesian patterns of analytical thinking, the passion for anti‐authoritarian individualism, and the reduction of disorder through legislation and bureaucracy influence the company′s sociocultural environments, in particular through the education system, the status of executives, and the role of trade unionism. Emphasis is put on the concept of ubiquity in HRM; it is at the intersection of all the other corporate functions and its role is shared with the line managers at the technical, relational and strategic level. Future perspectives, like the introduction of new technologies, may impose a new ethical dimension for HRM against the “gospel of efficiency”.

The entrepreneurʼs experience, personality, and values affect the entrepreneurʼs behaviors and decisions (Chrisman, Bauerschmidt, and Hofer 1998). Past research results show that (1) more experienced new venture founders have a greater likelihood of leading their ventures to early success than less experienced founders (Delmar and Shane 2006) and (2) founders who engage in legitimacy-seeking behaviors have a greater likelihood of leading their ventures to early success than founders who do not do so (Tornikoski and Newbert 2007). We propose that more experienced founders understand the importance of obtaining legitimacy for their ventures and therefore will engage in more legitimacy-seeking behaviors. In addition, we propose that entrepreneursʼ growth aspirations and internal locus of control are also associated with engagement in legitimacy-seeking behaviors. We test and find support for these propositions in a sample of new ventures and their founders.

The purpose of this paper is to propose a model in which work centrality, locus of control, polychronicity, preference for gender‐role differentiation, and perceived social support were expected to vary between nations and to be associated with general perceptions of absence legitimacy and self‐reported absenteeism.

Data were collected from 1,535 employees working in ten large multinationals organizations, mostly in the consumer products and technology sectors located in nine countries.

The explanatory variables differed significantly across countries, as did perceived legitimacy, responses to absence scenarios, and self‐reported absence. The variables of interest, as a package, partially mediated the association between country and one dimension of legitimacy and country and the scenario responses.

Although absenteeism from work is a universal phenomenon, there is very little cross‐cultural research on the subject. This study has implications for filling this critical research gap. Limitations of this research are the use of convenience sampling and self‐reported absence data.

From a practical standpoint, this study demonstrates that organizations which attempt to develop corporate‐wide attendance policies that span national borders should take indigenous norms and expectations concerning absenteeism into consideration. Additionally, in an increasingly mobile global workforce, how does an individual who has been socialized in a nation where absence is generally viewed as a more legitimate behavior behave in a nation where it is viewed as less so?

This study illustrates the value of the legitimacy construct for studying absenteeism, both within and between nations. It also illustrates the value of building models incorporating variables that accommodate both cross‐national variation and individual differences within nations.

The purpose of this paper is to examine the value of decolonial approaches (DAs) such as epistemic locus (Mignolo, 1995, 2000) in studying innovation.

This paper is based on a case study of a stem cell surgical innovation developed in India. A critical hermeneutic analysis method has been followed for data analysis.

Epistemic locus influences the framing of the problem, perceptions of risks/opportunities as well as the envisioning of alternate institutional systems. Persistent and strategic effort at building connections changes local improvisation into a globally legitimate innovation.

It indicates the value of using DAs for innovation studies especially epistemic locus, enactment and connections in understanding knowledge generation and innovation.

Innovation in Global South can be encouraged by giving more space to the innovator to attempt or experiment. More conscious conversation of epistemic locus of the researcher could help.

Countries have to move beyond a mere technological imitation to include discussions on epistemic imitation. Epistemic imitation prevents one from seeing what one has and one only looks at conditions from the eyes of the dominator.

This study documents the development of an innovation from an Indian epistemic locus which differs from a western epistemic locus and the impact this has on an innovation.

The purpose of this study is to provide models to analyze the efficiency of programs and efficiency of fundraising to apply the models to non-profit organizations (NPOs) in Korea and to draw out improvement points of inefficiency using data envelopment analysis (DEA).

Using DEA, this study analyzed the program efficiency and fundraising efficiency of 22 Korean NPOs in the field of humanitarian assistance.

Of 22 NPOs, 15 were identified as being efficient in the program efficiency and 7 of 15 NPOs were found efficient in the fundraising efficiency. In all, four organizations were found efficient in both the program and the fundraising efficiency. Using CCR and BCC model, this study proposed the cause of inefficiency and state of returns of scale.

This study presents non-profit efficiency evaluation models regarding program efficiency and fundraising efficiency. This study provides the inefficient DMUs with their reference set of efficient DMUs to improve efficiency and the cause of inefficiency, whether the inefficiency is because of the pure technical inefficiency or the scale inefficiency. This study also indicates the state of variable returns to scale to propose the way of improving inefficiency by controlling the scale of inputs. The methods and the results of this study can serve as a model for researchers and practitioners to follow when evaluating efficiency in the NPOs.

This study has the value of performing the empirical studies of efficiency analysis of Korean NPOs and providing non-profits with the model of efficiency analysis in programs and fundraising activities and basis for establishing strategies to improve both efficiencies.