Managing Institutional Complexity: A Longitudinal Study of Legitimacy Strategies at a Sportswear Brand Company

Baumann-Pauly Dorothee; Scherer Andreas Georg; Palazzo Guido

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Managing Institutional Complexity: A Longitudinal Study of Legitimacy Strategies at a Sportswear Brand Company

机译：管理机构的复杂性：运动服装品牌公司的合法性策略纵向研究

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Multinational corporations are operating in complex business environments. They are confronted with contradictory institutional demands that often represent mutually incompatible expectations of various audiences. Managing these demands poses new organizational challenges for the corporation. Conducting an empirical case study at the sportswear manufacturer Puma, we explore howmultinational corporations respond to institutional complexity and what legitimacy strategies they employ to maintain their license to operate. We draw on the literature on institutional theory, contingency theory, and organizational paradoxes. The results of our qualitative longitudinal study show that managing corporate legitimacy is a dynamic process in which corporations adapt organizational capacities, structures, and procedures.

机译：跨国公司在复杂的商业环境中运作。他们面临着相互矛盾的制度要求，这些要求常常代表着各种受众的相互矛盾的期望。管理这些需求给公司带来了新的组织挑战。通过在运动服制造商Puma上进行经验案例研究，我们探索了跨国公司如何应对机构的复杂性以及他们采用什么合法性策略来维持其经营许可证。我们借鉴有关制度理论，权变理论和组织悖论的文献。我们定性纵向研究的结果表明，管理公司的合法性是一个动态过程，在此过程中，公司会调整组织的能力，结构和程序。

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来源
《Journal of Business Ethics》 |2016年第1期|31-51|共21页
作者
Baumann-Pauly Dorothee; Scherer Andreas Georg; Palazzo Guido;
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作者单位

NYU, Stern Sch Business, 44 West 4th St, New York, NY 10012 USA;

Univ Zurich, Univ Str 84, CH-8006 Zurich, Switzerland;

Univ Lausanne, Fac Business & Econ HEC Lausanne, CH-1015 Lausanne, Switzerland;

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正文语种 eng
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关键词
Globalization; Legitimacy; Institutional complexity; Paradox; Corporate social responsibility;

机译：全球化;合法性;制度复杂性;悖论;企业社会责任;

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2. Managing institutional complexity in a transitional economy The legitimacy work of senior managers [J] . Kassa Woldesenbet International Journal of Emerging Markets . 2018,第5期

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3. Institutional Logics, Gender, and Advertising Within a Culture in Transition: Examining Strategies of Advertising Professionals in Turkey for Managing Institutional Complexity [J] . Coleman Catherine A., Zayer Linda Tuncay, Karaca Ozlem Hesapci Journal of macromarketing . 2020,第4期

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5. How national institutions influence firms' knowledge-building alliance strategies: A longitudinal study of fuel cell technology development. [D] . Vasudeva, Gurneeta. 2005

机译：国家机构如何影响企业的知识建立联盟战略：燃料电池技术发展的纵向研究。
6. Colloquium PaperAdaptive Agents Intelligence and Emergent Human Organization: Capturing Complexity through Agent-Based Modeling: Foundations of new social science: Institutional legitimacy from philosophy complexity science postmodernism and agent-based modeling [O] . Leslie Henrickson, Bill McKelvey 2002

机译：座谈会论文自适应代理情报和新兴人类组织：通过基于代理的建模来捕获复杂性：新社会科学的基础：哲学复杂性科学后现代主义和基于代理的建模的制度合法性
7. La banalisation du luxe (Democratization of luxury) Abstract : La plupart des achats pratiqués sont effectués par des clients occasionnels, ce qui a conduit les entreprises à s’adapter par une nouvelle stratégie. En effet, suite à l’intensification de la concurrence et à la concentration du secteur qui engendrent une contrainte de rentabilité immédiate, mais aussi en raison des impératifs nouveaux du marché, les maisons de luxe se voient obligées d’élargir leur offre afin d’ajouter à une clientèle dite traditionnelle une clientèle plus vaste. Dès lors, le secteur du luxe est progressivement passé d’une logique d’offre où seul un nombre restreint de personnes était ciblé, à une politique d’offre où des professionnels du marketing étudient la demande du marché afin d’orienter la production des biens vers un marché de masse. La banalisation est une problématique capitale et décisive car les maisons de luxe doivent préserver leur image de marque tout en élargissant leur clientèle : elles s’efforcent de créer et de pérenniser leurs marques, sans jamais oublier qu’une marque ne peut pas s’associer à n’importe quel objet, sous peine de menacer l’ensemble de ses représentations. Par conséquent, chaque nouveau produit présente un risque pour la gamme toute entière, d’où le risque d’une erreur stratégique par le choix de la banalisation. Le danger est de voir la clientèle aisée se tourner vers d’autres grands noms pratiquant toujours cet esprit d’élitisme qui caractérise le « luxe ». The luxury market is no longer reserved for an elite as its evolution over the last fifteen years clearly indicates. Luxury goods companies have been forced to adapt and resort to new strategies to take into account the fact that most purchases are now made by occasional clients. The keen competition and the on-going concentration in that sector – with the resulting short term profitability constraints - together with the new market conditions, have forced luxury goods companies to broaden their offer so as to add new customers to their traditional base. As a consequence, the luxury market has progressively moved away from an offer-driven logic – targeting a small number of people – in favor of an offer-based policy with marketing professionals studying market demand so as to direct the production of goods towards mass production. The democratization of luxury constitutes a major challenge for those companies which must preserve their image while broadening their customer base: they now strive to create and perpetuate their brand image, without ever forgetting that a brand cannot be associated to just any object, as this might constitute a threat to all its brand representations. Thus every new product constitutes a real threat to the whole range and there is a risk of making a strategic mistake by appealing to the mass market; and there is also a clear danger of seeing affluent customers turn to other great names that still foster this ‘elite spirit’ that characterizes « luxury ». [O] . Eric Vernier, Pierre Ghewy 100

机译：奢侈品的平庸化（奢侈品民主化）摘要：大多数购买都是由休闲客户制作的，这导致公司采用新战略。事实上，随着竞争的加剧和行业的集中导致了盈利的直接制约，而且由于市场的新要求，奢侈品公司被迫扩大其报价以便为所谓的传统客户增加一个更大的客户群。从那时起，奢侈品行业逐渐从以供应为导向的方式转变为只有少数人被定为供应方政策，营销人员正在研究市场需求以指导产品生产。货物进入大众市场。平庸化是一个至关重要且决定性的问题，因为豪宅必须保持其品牌形象，同时扩大其客户群：他们努力创造和延续其品牌，永远不要忘记一个品牌无法联想到在任何威胁他所有陈述的痛苦之下。因此，每个新产品都会带来整个色域的风险，因此通过选择平凡化就会产生战略错误的风险。危险的是看到富有的顾客转向其他仍在实践“豪华”特征的精英主义精神。奢侈品市场不会超过过去15年。奢侈品公司被迫采用新策略来充分利用其客户。由于市场领先的条件，激烈的竞争和该行业的持续集中迫使他们扩大了市场基础。因此，奢侈品市场已经从针对少数人的以报价驱动的逻辑向前发展 - 转而采用基于报价的政策与营销专业人士。对于那些必须在扩大客户群的同时保持形象的公司来说，奢侈品的民主化是一项重大挑战。对其所有品牌代表构成威胁。因此，每一种新产品都会对市场构成威胁，并且有可能通过吸引大众市场来制造战略错误;看到人们涌向那种“奢侈”的精神精神，也存在明显的危险。

Managing Institutional Complexity: A Longitudinal Study of Legitimacy Strategies at a Sportswear Brand Company

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