Accounting for ethics in action: Problems with localised constructions of legitimacy

Stewart R. Clegg, Raymond D Gordon

Research output: Contribution to journalArticleResearchpeer-review

4 Downloads (Pure)

Abstract

Socially constituted systems of order emanate from tacit interaction.
While they are reflected in an organization’s culture, they do not necessarily align
with the organization’s authorised rules and codes of conduct. Such misalignment
renders legitimacy in organizations problematic. The paper explores the relation
between power and legitimacy by showing how such systems of order recursively
establish, and are established by, forms of legitimacy that may not be formalised.
Empirically, such forms of legitimacy thwarted a police organization’s attempt to
reform. Theoretically, an understanding of organizational change is connected to
the relationship between power and legitimacy. The paper provides insights into
how power influences the social construction of legitimacy within the context of public organizations.
Original languageEnglish
Article number0267-4424
Pages (from-to)417-436
Number of pages20
JournalFinancial Accountability and Management
Volume28
Issue number4
DOIs
Publication statusPublished - 2012

Fingerprint

Legitimacy
Police
Social construction
Interaction
Codes of conduct
Organization culture
Public organizations
Organizational change

Cite this

Clegg, Stewart R. ; Gordon, Raymond D. / Accounting for ethics in action: Problems with localised constructions of legitimacy. In: Financial Accountability and Management. 2012 ; Vol. 28, No. 4. pp. 417-436.
@article{6306065f156d489f94c3e0178831f52b,
title = "Accounting for ethics in action: Problems with localised constructions of legitimacy",
abstract = "Socially constituted systems of order emanate from tacit interaction.While they are reflected in an organization’s culture, they do not necessarily alignwith the organization’s authorised rules and codes of conduct. Such misalignmentrenders legitimacy in organizations problematic. The paper explores the relationbetween power and legitimacy by showing how such systems of order recursivelyestablish, and are established by, forms of legitimacy that may not be formalised.Empirically, such forms of legitimacy thwarted a police organization’s attempt toreform. Theoretically, an understanding of organizational change is connected tothe relationship between power and legitimacy. The paper provides insights intohow power influences the social construction of legitimacy within the context of public organizations.",
author = "Clegg, {Stewart R.} and Gordon, {Raymond D}",
year = "2012",
doi = "10.1111/j.1468-0408.2012.00554.x",
language = "English",
volume = "28",
pages = "417--436",
journal = "Financial Accountability and Management",
issn = "0267-4424",
publisher = "John Wiley & Sons",
number = "4",

}

Accounting for ethics in action: Problems with localised constructions of legitimacy. / Clegg, Stewart R.; Gordon, Raymond D.

In: Financial Accountability and Management, Vol. 28, No. 4, 0267-4424, 2012, p. 417-436.

Research output: Contribution to journalArticleResearchpeer-review

TY - JOUR

T1 - Accounting for ethics in action: Problems with localised constructions of legitimacy

AU - Clegg, Stewart R.

AU - Gordon, Raymond D

PY - 2012

Y1 - 2012

N2 - Socially constituted systems of order emanate from tacit interaction.While they are reflected in an organization’s culture, they do not necessarily alignwith the organization’s authorised rules and codes of conduct. Such misalignmentrenders legitimacy in organizations problematic. The paper explores the relationbetween power and legitimacy by showing how such systems of order recursivelyestablish, and are established by, forms of legitimacy that may not be formalised.Empirically, such forms of legitimacy thwarted a police organization’s attempt toreform. Theoretically, an understanding of organizational change is connected tothe relationship between power and legitimacy. The paper provides insights intohow power influences the social construction of legitimacy within the context of public organizations.

AB - Socially constituted systems of order emanate from tacit interaction.While they are reflected in an organization’s culture, they do not necessarily alignwith the organization’s authorised rules and codes of conduct. Such misalignmentrenders legitimacy in organizations problematic. The paper explores the relationbetween power and legitimacy by showing how such systems of order recursivelyestablish, and are established by, forms of legitimacy that may not be formalised.Empirically, such forms of legitimacy thwarted a police organization’s attempt toreform. Theoretically, an understanding of organizational change is connected tothe relationship between power and legitimacy. The paper provides insights intohow power influences the social construction of legitimacy within the context of public organizations.

U2 - 10.1111/j.1468-0408.2012.00554.x

DO - 10.1111/j.1468-0408.2012.00554.x

M3 - Article

VL - 28

SP - 417

EP - 436

JO - Financial Accountability and Management

JF - Financial Accountability and Management

SN - 0267-4424

IS - 4

M1 - 0267-4424

ER -