Bitte verwenden Sie diesen Link, um diese Publikation zu zitieren, oder auf sie als Internetquelle zu verweisen: https://hdl.handle.net/10419/284738 
Erscheinungsjahr: 
2021
Quellenangabe: 
[Journal:] Journal of Management Studies [ISSN:] 1467-6486 [Volume:] 59 [Issue:] 2 [Year:] 2021 [Pages:] 417-459
Verlag: 
Wiley, Hoboken, NJ
Zusammenfassung: 
Legitimacy is crucial for the survival and growth of strategic ventures inside larger corporations. Yet, despite much progress, research on the strategic venturing‐legitimacy nexus, that is, how internal strategic initiatives gain legitimacy and become part of the corporate strategy, remains underexplored. Drawing on the analysis of a longitudinal case study of the development of a sustainability initiative within a major diversified firm, we identified three core mechanisms of legitimation – seeding, energizing and prospering – that turned the concept of sustainability from an internally widely shared moral obligation into a business case. Our study contributes three distinct mechanisms that facilitate the legitimation and the integration of a strategic initiative within the corporate strategy. Moreover, we show how the sequence of legitimation mechanisms matters and highlight the inherently sequenced nature of strategic venture legitimation.
Schlagwörter: 
strategic venturing
internal corporate venturing
legitimacy
process theory
sustainability
case study
Persistent Identifier der Erstveröffentlichung: 
Creative-Commons-Lizenz: 
cc-by-nc-nd Logo
Dokumentart: 
Article
Dokumentversion: 
Published Version

Datei(en):
Datei
Größe
588.66 kB





Publikationen in EconStor sind urheberrechtlich geschützt.