Strategy’s Negotiability, Reasonability, and Comprehensibility: A Case Study of How Central Strategists Legitimize and Realize Strategies Without Formal Authority
This article presents results of an embedded comparative case study about central strategists realizing strategies in a large nonprofit organization characterized by decentralized and inverse structures. Inverse structures lead to a paradoxical situation in which strategists of a nonprofit’s central...
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| Veröffentlicht in: | Nonprofit and voluntary sector quarterly 2011-12, Vol.40 (6), p.1020-1047 |
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| container_title | Nonprofit and voluntary sector quarterly |
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| creator | Jäger, Urs P. Kreutzer, Karin |
| description | This article presents results of an embedded comparative case study about central strategists realizing strategies in a large nonprofit organization characterized by decentralized and inverse structures. Inverse structures lead to a paradoxical situation in which strategists of a nonprofit’s central office have to make deliberate decisions about resource allocation while having no authority over the implementation of strategic decisions. Legitimation is a crucial element in the creation and realization of new strategies. The authors thus ask the question: How do strategists achieve the legitimation and realization of strategies without formal authority? The findings show that, in all of the observed four strategies—also in the process of formalization—strategists of the central office built on emergent strategies that they supported in their legitimation by three steps: Strategists supported the strategy’s negotiability (pragmatic legitimation), continued supporting its reasonability (moral legitimation), and finally its comprehensibility (cognitive legitimation). |
| doi_str_mv | 10.1177/0899764010378703 |
| format | Article |
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Inverse structures lead to a paradoxical situation in which strategists of a nonprofit’s central office have to make deliberate decisions about resource allocation while having no authority over the implementation of strategic decisions. Legitimation is a crucial element in the creation and realization of new strategies. The authors thus ask the question: How do strategists achieve the legitimation and realization of strategies without formal authority? The findings show that, in all of the observed four strategies—also in the process of formalization—strategists of the central office built on emergent strategies that they supported in their legitimation by three steps: Strategists supported the strategy’s negotiability (pragmatic legitimation), continued supporting its reasonability (moral legitimation), and finally its comprehensibility (cognitive legitimation).</description><identifier>ISSN: 0899-7640</identifier><identifier>EISSN: 1552-7395</identifier><identifier>EISSN: 0899-7640</identifier><identifier>DOI: 10.1177/0899764010378703</identifier><identifier>CODEN: NVSQEQ</identifier><language>eng</language><publisher>Los Angeles, CA: SAGE Publications</publisher><subject>Authority ; Case studies ; Comparative analysis ; Comparative studies ; Decentralization ; Decentralized ; Decisions ; Inverse ; Legitimation ; Moral aspects ; Nonprofit making organizations ; Nonprofit organizations ; Offices ; Organizational structure ; Organizations ; Realization ; Resource allocation ; Social problems and social policy. 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Inverse structures lead to a paradoxical situation in which strategists of a nonprofit’s central office have to make deliberate decisions about resource allocation while having no authority over the implementation of strategic decisions. Legitimation is a crucial element in the creation and realization of new strategies. The authors thus ask the question: How do strategists achieve the legitimation and realization of strategies without formal authority? The findings show that, in all of the observed four strategies—also in the process of formalization—strategists of the central office built on emergent strategies that they supported in their legitimation by three steps: Strategists supported the strategy’s negotiability (pragmatic legitimation), continued supporting its reasonability (moral legitimation), and finally its comprehensibility (cognitive legitimation).</description><subject>Authority</subject><subject>Case studies</subject><subject>Comparative analysis</subject><subject>Comparative studies</subject><subject>Decentralization</subject><subject>Decentralized</subject><subject>Decisions</subject><subject>Inverse</subject><subject>Legitimation</subject><subject>Moral aspects</subject><subject>Nonprofit making organizations</subject><subject>Nonprofit organizations</subject><subject>Offices</subject><subject>Organizational structure</subject><subject>Organizations</subject><subject>Realization</subject><subject>Resource allocation</subject><subject>Social problems and social policy. Social work</subject><subject>Sociology</subject><subject>Strategic planning</subject><subject>Strategy</subject><issn>0899-7640</issn><issn>1552-7395</issn><issn>0899-7640</issn><fulltext>true</fulltext><rsrctype>article</rsrctype><creationdate>2011</creationdate><recordtype>article</recordtype><sourceid>7QJ</sourceid><recordid>eNqF0UtLAzEQAOAgCtbq3WNRxIureT9uSvEFRcHHeZnuJnXLdrcm20Nv_g3_nr_ELFuKFIq5hGS-mWEYhI4JviREqSusjVGSY4KZ0gqzHdQjQtBEMSN2Ua8NJ218Hx2EMMWYUMl1D12_Nh4aO1n-fH2HwZOd1E0B46IsmuXF4MVCqKv1E6p8MKxnc28_bBWK7vsQ7Tkogz1a3X30fnf7NnxIRs_3j8ObUZJxIpqEWpPT3AgwygmQuYhHjbGhQJ1yHMbYCS1zTSRj2GWGSohGCaIdUzkD1kfnXd25rz8XNjTprAiZLUuobL0IqZFMC06x-V8SY6QxnEZ5siGn9cJXcYyIiNFEkRadbkPEEC6Z0EpGhTuV-ToEb10698UM_DIlOG0XlG4uKKacrQpDyKB0HqqsCOs8KhjncaDoks4FmNg_zbfV_QU74Jse</recordid><startdate>20111201</startdate><enddate>20111201</enddate><creator>Jäger, Urs P.</creator><creator>Kreutzer, Karin</creator><general>SAGE Publications</general><general>Sage Publications</general><general>SAGE PUBLICATIONS, INC</general><scope>IQODW</scope><scope>AAYXX</scope><scope>CITATION</scope><scope>7QJ</scope><scope>7TA</scope><scope>8FD</scope><scope>FR3</scope><scope>JG9</scope><scope>KR7</scope></search><sort><creationdate>20111201</creationdate><title>Strategy’s Negotiability, Reasonability, and Comprehensibility</title><author>Jäger, Urs P. ; Kreutzer, Karin</author></sort><facets><frbrtype>5</frbrtype><frbrgroupid>cdi_FETCH-LOGICAL-c415t-2e9d2d95a97f5a6d55557b092a2f7f4ab0f586d816330fc926ad557518f37d3a3</frbrgroupid><rsrctype>articles</rsrctype><prefilter>articles</prefilter><language>eng</language><creationdate>2011</creationdate><topic>Authority</topic><topic>Case studies</topic><topic>Comparative analysis</topic><topic>Comparative studies</topic><topic>Decentralization</topic><topic>Decentralized</topic><topic>Decisions</topic><topic>Inverse</topic><topic>Legitimation</topic><topic>Moral aspects</topic><topic>Nonprofit making organizations</topic><topic>Nonprofit organizations</topic><topic>Offices</topic><topic>Organizational structure</topic><topic>Organizations</topic><topic>Realization</topic><topic>Resource allocation</topic><topic>Social problems and social policy. 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| ispartof | Nonprofit and voluntary sector quarterly, 2011-12, Vol.40 (6), p.1020-1047 |
| issn | 0899-7640 1552-7395 0899-7640 |
| language | eng |
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| source | Access via SAGE; HeinOnline Law Journal Library; Applied Social Sciences Index & Abstracts (ASSIA); Alma/SFX Local Collection |
| subjects | Authority Case studies Comparative analysis Comparative studies Decentralization Decentralized Decisions Inverse Legitimation Moral aspects Nonprofit making organizations Nonprofit organizations Offices Organizational structure Organizations Realization Resource allocation Social problems and social policy. Social work Sociology Strategic planning Strategy |
| title | Strategy’s Negotiability, Reasonability, and Comprehensibility: A Case Study of How Central Strategists Legitimize and Realize Strategies Without Formal Authority |
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