The establishment of legitimacy: the case of international projects

Abstract

Purpose The establishment of legitimacy is one of the critical issues faced by international projects that involve a host of stakeholders and are implemented in challenging institutional environments. The purpose of this paper is to examine the establishment of legitimacy and factors that affect this process in the context of international projects. Design/methodology/approach A qualitative, multiple case study of three international projects conducted in challenging institutional environments. Findings Based on a theoretical and empirical analysis of three case projects, the article identifies different strategies that may be enacted to gain project legitimacy in international projects. Furthermore, a set of propositions that describe the effects of different factors (the project's external environment, the project network, the process of legitimation) that explain the extent of the challenge faced by international projects in establishing legitimacy are developed. Originality/value The article sets the scene for theory development on project legitimacy. A better understanding of legitimation strategies and of the factors that affect the establishment of legitimacy in international projects advances research on project‐environment interaction and supports managers in proactively managing project legitimacy.

Cite this work

No public copy is stored for this record, so only the metadata is cited.

Stored only when both papers are in the corpus — 36 citations exist upstream.

Papers that cite the same references — the relational fallback while embeddings are still backfilling.