When the Pursuit of Legitimacy Becomes the Double-Edge

Technical Notes on Ashforth and Gibbs (1990)

Abstract

Ashforth and Gibbs (1990) described a vicious circle in which an organization that “protesting too much” to obtain legitimacy loses its legitimacy, and defined it as “double-edge”. Then, after dividing the process used by organizations in seeking legitimacy into “substantial management” and “symbolic management,” the conditions that are likely to be double-edged were suggested based on aspects in which the process is executed and the attitude of the actor who executes the process. According to Ashforth and Gibbs (1990), “extended” or “defended” legitimacy tends to be symbolic management, where an actor becomes “clums,” “nervous” and “overacting” and protest too much; thus likely to cause a decrease in legitimacy. In other words, it is not only the choice of method that matters, but the situation in which legitimacy is required, and the actor’s attitude can change the perception of legitimacy by the constituents. The declining legitimacy by constituents is a result of a vicious circle, not necessarily a lack of legitimacy.