Power, rationality and legitimacy in public organizations

Ray Gordon, Martin Kornberger, Stewart R. Clegg

Research output: Contribution to journalArticleResearchpeer-review

33 Citations (Scopus)

Abstract

In this paper we propose answers to the research question: how does power shape the construction of legitimacy in the context of public organizations? We suggest that while organizational structures of dominancy will be embedded, not all structures of dominancy align with those that are normatively presented as legitimate and authoritative. Such situations make the creation and sustenance of legitimacy problematic for organizational action. This paper advances our understanding of the relation between power, rationality and legitimacy by showing how structures of domination recursively constitute, and are constituted by, legitimacy that may not be authoritative. We show, empirically, how these relations prevented a police organization from reforming by breaking the recursive patterns of domination and legitimization. Theoretically, we argue that understanding organizational change must be connected to issues of power and legitimacy.

Original languageEnglish
Pages (from-to)15-34
Number of pages20
JournalPublic Administration
Volume87
Issue number1
DOIs
Publication statusPublished - 2009

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rationality
legitimacy
domination
police organization
organizational change
organizational structure

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Gordon, Ray ; Kornberger, Martin ; Clegg, Stewart R. / Power, rationality and legitimacy in public organizations. In: Public Administration. 2009 ; Vol. 87, No. 1. pp. 15-34.
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Power, rationality and legitimacy in public organizations. / Gordon, Ray; Kornberger, Martin; Clegg, Stewart R.

In: Public Administration, Vol. 87, No. 1, 2009, p. 15-34.

Research output: Contribution to journalArticleResearchpeer-review

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