Organization-environment interaction : organizational legitimacy and the non-autonomous organization.
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TextLanguage: ENG Series: Dissertation (University of Delaware. Disaster Research Center) ; 20Publication details: 1975Description: x, 212 p. : illSubject: An exploratory study attempting to systematically conceptualize the phenomenon of organizational legitimacy. Addresses three limited, interlocking objectives. First, a model of organizational-environment interaction is developed to facilitate and organize the analysis of an organization's interaction with its environment. This is necessary since organizational legitimacy is viewed as an outcome of organization-environment interaction. Second, the dimensions of organizational legitimacy are explored in order to clarify and elaborate its essential features and identify the factors that influence an organization's legitimacy. The final objective is to apply the model and theoretical perspective to the experience of the ten provincial Emergency Measures Organization (EMO) in Canada. The study of these organizations are instructive for the understanding of the phenomenon of organizational legitimacy since these organizations have been experiencing serious legitimacy problems in the past decade. The study of these organizations also demonstrate the applicability of the model and theoretical orientation developed for the study of organizational legitimacy
| Item type | Current library | Collection | Call number | Status | Date due | Barcode | |
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Books
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Australian Emergency Management Library | BOOK | 302.35ORG (Browse shelf(Opens below)) | Available | 008855944 |
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Bibliography: p. 208-212
Original dissertation is missing, p. 144-146
An exploratory study attempting to systematically conceptualize the phenomenon of organizational legitimacy. Addresses three limited, interlocking objectives. First, a model of organizational-environment interaction is developed to facilitate and organize the analysis of an organization's interaction with its environment. This is necessary since organizational legitimacy is viewed as an outcome of organization-environment interaction. Second, the dimensions of organizational legitimacy are explored in order to clarify and elaborate its essential features and identify the factors that influence an organization's legitimacy. The final objective is to apply the model and theoretical perspective to the experience of the ten provincial Emergency Measures Organization (EMO) in Canada. The study of these organizations are instructive for the understanding of the phenomenon of organizational legitimacy since these organizations have been experiencing serious legitimacy problems in the past decade. The study of these organizations also demonstrate the applicability of the model and theoretical orientation developed for the study of organizational legitimacy
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