Understanding the potential for duplicity to undermine legitimacy

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dc.creator Callaghan, Edith
dc.creator Hutchinson, Ian
dc.date.accessioned 2013-12-10T20:19:28Z
dc.date.available 2013-12-10T20:19:28Z
dc.date.issued 2004
dc.identifier http://library2.smu.ca/bitstream/handle/01/25403/asb_proceedings_2004.pdf#page=127
dc.identifier.uri http://library2.smu.ca/xmlui/handle/01/25473
dc.description.abstract Literature on impressions management and organizational identity suggests that in order to gain legitimacy with a variety of constituents many organizations must manage impressions of organizational constituents such that different organizational identities develop. What has not been well thought out, however, is the potential for differing or divergent organizational identities to be perceived by constituents as an attempt by the organization to be duplicitous. This paper builds and elaborates on a model for understanding the potential for such duplicity to decouple the functions of substantive management from symbolic management thereby undermining organizational legitimacy. en_CA
dc.description.provenance Submitted by Trish Grelot (trish.grelot@smu.ca) on 2013-12-10T20:19:28Z No. of bitstreams: 0 en
dc.description.provenance Made available in DSpace on 2013-12-10T20:19:28Z (GMT). No. of bitstreams: 0 Previous issue date: 2004 en
dc.language.iso en en_CA
dc.publisher Atlantic Schools of Business en_CA
dc.subject.lcsh Corporate identity
dc.subject.lcsh Corporations -- Public relations
dc.subject.lcsh Deception
dc.title Understanding the potential for duplicity to undermine legitimacy en_CA
dc.type Text en_CA
dcterms.bibliographicCitation Proceedings of the Atlantic Schools of Business Conference, Halifax, NS, November 4-6, 2004, pp 127-140
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