fbpx
Wikipedia

Mark C. Suchman

January 01, 1970

Mark C. Suchman (born 1960) is an American sociologist, Professor in Sociology at Brown University, and the Executive Director of the American Bar Foundation.[1] Suchman is known for his work on Institutional theory, and particularly on "managing legitimacy."[2][3]

Biography edit

Suchman obtained his AB in sociology at Harvard University in 1983 and his MA in sociology in 1985 at Stanford University. At Stanford he also obtained his PhD in sociology in 1994 with the thesis entitled "On Advice of Counsel: Law Firms and Venture Capital Funds as Information Intermediaries in the Structuration of Silicon Valley", under the supervision of W. Richard Scott.[4] In addition, he holds a JD from Yale Law School (1989).

Suchman started his academic career as a research assistant under Harrison White at Harvard in 1982. At Stanford from 1985 to 1989, he was a teaching assistant, subsequently, of Morris Zelditch, Ann Swidler, Nancy Tuma and Lawrence Wu. In 1993, he started at the University of Wisconsin–Madison as assistant professor of sociology and law, and was promoted to associate professor in 1998, and full professor in 2003. In 2008, he moved to Brown University, Rhode Island, where he was appointed Professor of Sociology.[4] From 2011 to 2012, he was program director for Social, Human and Organizational Factors and Resources in the National Science Foundation's Division of Advanced Cyberinfrastructure.

Suchman was awarded a National Merit Scholarship in 1979, a Harvard College Scholarship in 1980 and a NSF Graduate Research Fellowship from 1984 to 1988. He was a Robert Wood Johnson Foundation Scholar in health policy research at Yale in 1999-2001, and a fellow in residence at the Center for Advanced Study in the Behavioral Sciences in 2001-03.[4]

He has chaired the American Sociological Association's Sections on the Sociology of Law (2005-2006) and Organizations, Occupations, and Work (2016-2017), and has served on the board of trustees of the Law and Society Association (2005-2008).

Work edit

"Managing Legitimacy: Strategic and Institutional Approaches", 1995 edit

In his article "Managing Legitimacy: Strategic and Institutional Approaches'", Suchman defines legitimacy as "a generalized perception or assumption that the actions of an entity are desirable, proper, appropriate within some socially constructed system of norms, values, beliefs, and definitions."[5]

He later adds to this definition, stating that because legitimacy is socially conferred, legitimacy is independent of individual participants, while dependent upon the collective constituency. In other words, an organization is legitimate when it enjoys public approval, even though the actions of an organization might deviate from particular individual interests.[5]

Suchman states three types of legitimacy:

  • pragmatic legitimacy,
  • moral legitimacy, and
  • cognitive legitimacy.

Pragmatic legitimacy edit

Pragmatic legitimacy relies upon the self-interests of an organizations constituencies, in which the constituency scrutinizes actions and behaviors taken by the organization in order to determine their effects.[5] This is further broken down into three sub-sections:

  • exchange legitimacy,
  • influence legitimacy, and
  • dispositional legitimacy.

Suchman defines exchange legitimacy as the support for organizational policies due to the policy's benefit to the constituencies.[5][6]

Influence legitimacy is the support for the organization not due to the benefits that constituencies believe they will receive, but rather due to their belief that the organization will be responsive to their larger interests.[5][6]

Dispositional legitimacy is defined as support for an organization due to the good attributes constituencies believe the organization has, such as trustworthiness, decency, or wisdom. [5][6] This is due to the fact that people typically personify organizations and characterize them as being autonomous.[5]

Moral legitimacy edit

Moral legitimacy is dependent upon whether the actions of an organization or institution are judged to be moral.[5] In other words, if the constituency believe the organization is breaking the rules of the political or economic system for immoral reasons, then this can threaten moral legitimacy.[7] Suchman breaks moral legitimacy down into four sub-sections:

  • consequential legitimacy,
  • procedural legitimacy,
  • structural legitimacy, and
  • personal legitimacy.

Consequential legitimacy relates to what an organization has accomplished based on criteria that is specific to that organization. Procedural legitimacy can be obtained by an organization by adhering to socially formalized and accepted procedures (e.g. regulatory oversight). In the case of structural legitimacy, people view an organization as legitimate because its structural characteristics allow it to do specific kinds of work.[5][6][8]

Suchman refers to this organization as being the "right organization for the job."[5] Lastly, personal legitimacy refers to legitimacy that is derived from the charisma of individual leaders.[5][6][8]

Cognitive legitimacy edit

Cognitive legitimacy is created when an organization pursues goals that society deems to be proper and desirable.[8] Constituency support for the organization is not due to self-interest, but rather due to its taken-for-granted character.[5][9][10] When an organization has reached this taken-for-granted status, an organization is beyond dissent.[5][9] While moral and pragmatic legitimacy deal with some form of evaluation, cognitive legitimacy does not. Instead, with cognitive legitimacy society accepts these organizations as being necessary or inevitable.[8][9]

Selected publications edit

  • Suchman, Mark C. On Advice of Counsel: Law Firms and Venture Capital Funds as Information Intermediaries in the Structuration of Silicon Valley. 1994

Articles, a selection:

  • Suchman, Mark C. "Managing legitimacy: Strategic and institutional approaches", Academy of Management Review, 20.3 (1995): 571-610.
  • Suchman, Mark C., and Lauren B. Edelman. "Legal rational myths: The new institutionalism and the law and society tradition", Law & Social Inquiry, 21.4 (1996): 903-941.
  • Edelman, Lauren B., and Mark C. Suchman. "The legal environments of organizations", Annual Review of Sociology (1997): 479-515.

References edit

  1. ^ https://www.americanbarfoundation.org/mark-suchman-appointed-executive-director-of-the-american-bar-foundation/
  2. ^ Mitchell, Ronald K., Bradley R. Agle, and Donna J. Wood. "Toward a theory of stakeholder identification and salience: Defining the principle of who and what really counts." Academy of management review 22.4 (1997): 853-886.
  3. ^ Aldrich, Howard. Organizations evolving. Sage, 1999.
  4. ^ a b c , at brown.edu. Accessed June 24, 2022
  5. ^ a b c d e f g h i j k l m Suchman, Mark (1995). "Managing Legitimacy: Strategic and Institutional Approaches". The Academy of Management Review. 20 (3): 571–610. doi:10.5465/amr.1995.9508080331.
  6. ^ a b c d e Heidhues, Eva; Patel, Chris (2012). Globalization and Contextual Factors in Accounting: The Case of Germany. Emerald Group Publishing Limited. pp. 86–92.
  7. ^ Yankelovich, Daniel (1974). "A Crisis of Moral Legitimacy": 5. {{cite journal}}: Cite journal requires |journal= (help)
  8. ^ a b c d Brinkerhoff, Derick (2005). "Organizational Legitimacy, Capacity, and Capacity Development". Public Management Research Association: 1–22.
  9. ^ a b c Chaison, Gary; Bigelow, Barbara (2002). Unions and Legitimacy. Cornell University Press. p. 10.
  10. ^ Sun, William; Louche, Céline; Pérez, Roland (2011). Finance and Sustainability: Towards a New Paradigm? A Post-Crisis Agenda. Emerald Group Publishing Limited. p. 152.

External links edit

  • [1] Mark Suchmans page at Brown University

January 01, 1970
mark, suchman, born, 1960, american, sociologist, professor, sociology, brown, university, executive, director, american, foundation, suchman, known, work, institutional, theory, particularly, managing, legitimacy, contents, biography, work, managing, legitima. Mark C Suchman born 1960 is an American sociologist Professor in Sociology at Brown University and the Executive Director of the American Bar Foundation 1 Suchman is known for his work on Institutional theory and particularly on managing legitimacy 2 3 Contents 1 Biography 2 Work 2 1 Managing Legitimacy Strategic and Institutional Approaches 1995 2 2 Pragmatic legitimacy 2 3 Moral legitimacy 2 4 Cognitive legitimacy 3 Selected publications 4 References 5 External linksBiography editSuchman obtained his AB in sociology at Harvard University in 1983 and his MA in sociology in 1985 at Stanford University At Stanford he also obtained his PhD in sociology in 1994 with the thesis entitled On Advice of Counsel Law Firms and Venture Capital Funds as Information Intermediaries in the Structuration of Silicon Valley under the supervision of W Richard Scott 4 In addition he holds a JD from Yale Law School 1989 Suchman started his academic career as a research assistant under Harrison White at Harvard in 1982 At Stanford from 1985 to 1989 he was a teaching assistant subsequently of Morris Zelditch Ann Swidler Nancy Tuma and Lawrence Wu In 1993 he started at the University of Wisconsin Madison as assistant professor of sociology and law and was promoted to associate professor in 1998 and full professor in 2003 In 2008 he moved to Brown University Rhode Island where he was appointed Professor of Sociology 4 From 2011 to 2012 he was program director for Social Human and Organizational Factors and Resources in the National Science Foundation s Division of Advanced Cyberinfrastructure Suchman was awarded a National Merit Scholarship in 1979 a Harvard College Scholarship in 1980 and a NSF Graduate Research Fellowship from 1984 to 1988 He was a Robert Wood Johnson Foundation Scholar in health policy research at Yale in 1999 2001 and a fellow in residence at the Center for Advanced Study in the Behavioral Sciences in 2001 03 4 He has chaired the American Sociological Association s Sections on the Sociology of Law 2005 2006 and Organizations Occupations and Work 2016 2017 and has served on the board of trustees of the Law and Society Association 2005 2008 Work editThis section may be too long and excessively detailed Please consider summarizing the material September 2023 Managing Legitimacy Strategic and Institutional Approaches 1995 edit In his article Managing Legitimacy Strategic and Institutional Approaches Suchman defines legitimacy as a generalized perception or assumption that the actions of an entity are desirable proper appropriate within some socially constructed system of norms values beliefs and definitions 5 He later adds to this definition stating that because legitimacy is socially conferred legitimacy is independent of individual participants while dependent upon the collective constituency In other words an organization is legitimate when it enjoys public approval even though the actions of an organization might deviate from particular individual interests 5 Suchman states three types of legitimacy pragmatic legitimacy moral legitimacy and cognitive legitimacy Pragmatic legitimacy edit Pragmatic legitimacy relies upon the self interests of an organizations constituencies in which the constituency scrutinizes actions and behaviors taken by the organization in order to determine their effects 5 This is further broken down into three sub sections exchange legitimacy influence legitimacy and dispositional legitimacy Suchman defines exchange legitimacy as the support for organizational policies due to the policy s benefit to the constituencies 5 6 Influence legitimacy is the support for the organization not due to the benefits that constituencies believe they will receive but rather due to their belief that the organization will be responsive to their larger interests 5 6 Dispositional legitimacy is defined as support for an organization due to the good attributes constituencies believe the organization has such as trustworthiness decency or wisdom 5 6 This is due to the fact that people typically personify organizations and characterize them as being autonomous 5 Moral legitimacy edit Moral legitimacy is dependent upon whether the actions of an organization or institution are judged to be moral 5 In other words if the constituency believe the organization is breaking the rules of the political or economic system for immoral reasons then this can threaten moral legitimacy 7 Suchman breaks moral legitimacy down into four sub sections consequential legitimacy procedural legitimacy structural legitimacy and personal legitimacy Consequential legitimacy relates to what an organization has accomplished based on criteria that is specific to that organization Procedural legitimacy can be obtained by an organization by adhering to socially formalized and accepted procedures e g regulatory oversight In the case of structural legitimacy people view an organization as legitimate because its structural characteristics allow it to do specific kinds of work 5 6 8 Suchman refers to this organization as being the right organization for the job 5 Lastly personal legitimacy refers to legitimacy that is derived from the charisma of individual leaders 5 6 8 Cognitive legitimacy edit Cognitive legitimacy is created when an organization pursues goals that society deems to be proper and desirable 8 Constituency support for the organization is not due to self interest but rather due to its taken for granted character 5 9 10 When an organization has reached this taken for granted status an organization is beyond dissent 5 9 While moral and pragmatic legitimacy deal with some form of evaluation cognitive legitimacy does not Instead with cognitive legitimacy society accepts these organizations as being necessary or inevitable 8 9 Selected publications editSuchman Mark C On Advice of Counsel Law Firms and Venture Capital Funds as Information Intermediaries in the Structuration of Silicon Valley 1994 Articles a selection Suchman Mark C Managing legitimacy Strategic and institutional approaches Academy of Management Review 20 3 1995 571 610 Suchman Mark C and Lauren B Edelman Legal rational myths The new institutionalism and the law and society tradition Law amp Social Inquiry 21 4 1996 903 941 Edelman Lauren B and Mark C Suchman The legal environments of organizations Annual Review of Sociology 1997 479 515 References edit https www americanbarfoundation org mark suchman appointed executive director of the american bar foundation Mitchell Ronald K Bradley R Agle and Donna J Wood Toward a theory of stakeholder identification and salience Defining the principle of who and what really counts Academy of management review 22 4 1997 853 886 Aldrich Howard Organizations evolving Sage 1999 a b c Mark C Suchman CV at brown edu Accessed June 24 2022 a b c d e f g h i j k l m Suchman Mark 1995 Managing Legitimacy Strategic and Institutional Approaches The Academy of Management Review 20 3 571 610 doi 10 5465 amr 1995 9508080331 a b c d e Heidhues Eva Patel Chris 2012 Globalization and Contextual Factors in Accounting The Case of Germany Emerald Group Publishing Limited pp 86 92 Yankelovich Daniel 1974 A Crisis of Moral Legitimacy 5 a href Template Cite journal html title Template Cite journal cite journal a Cite journal requires journal help a b c d Brinkerhoff Derick 2005 Organizational Legitimacy Capacity and Capacity Development Public Management Research Association 1 22 a b c Chaison Gary Bigelow Barbara 2002 Unions and Legitimacy Cornell University Press p 10 Sun William Louche Celine Perez Roland 2011 Finance and Sustainability Towards a New Paradigm A Post Crisis Agenda Emerald Group Publishing Limited p 152 External links edit 1 Mark Suchmans page at Brown University Retrieved from https en wikipedia org w index php title Mark C Suchman amp oldid 1214492174, wikipedia, wiki, book, books, library,

article

, read, download, free, free download, mp3, video, mp4, 3gp, jpg, jpeg, gif, png, picture, music, song, movie, book, game, games.