• Legitimacy-seeking organizational strategies in controversial industries: a case study analysis and a bidimensional model

      Reast, Jon; Maon, F.; Lindgreen, A.; Vanhamme, J. (2012)
      Controversial industry sectors, such as alcohol, gambling, and tobacco, though long-established, suffer organizational legitimacy problems. The authors consider various strategies used to seek organizational legitimacy in the U.K. casino gambling market. The findings are based on a detailed, multistakeholder case study pertaining to a failed bid for a regional supercasino. They suggest four generic strategies for seeking organizational legitimacy in this highly complex context: construing, earning, bargaining, and capturing, as well as pathways that combine these strategies. The case analysis and proposed bidimensional model of generic legitimacy-seeking strategies contribute to limited literature on organizational legitimacy in controversial industry sectors. In addition, beyond organizations active in controversial contexts, this study and its implications are useful for individuals and organizations supporting or opposing the organizational legitimacy of organizations in controversial industries.
    • The Manchester Super Casino: experience and learning in a cross-sector social partnership

      Reast, Jon; Lindgreen, A.; Vanhamme, J.; Maon, F. (2011)
      The management of cross-sector social partnerships (CSSPs) among government, business, and not-for-profit entities can be complex and difficult. This article considers the importance of organizational experience and learning for the successful development of CSSPs. By analyzing the Manchester Super Casino, this research emphasizes the significant benefits of prior experience with CSSPs that enable partners to learn and develop relationships, skills, and capabilities over time, which then have positive influences on future performance. The result is a refined learning model of the CSSP process that includes key variables for CSSP success. As such, these findings provide a template for managing complex CSSPs from the perspective of the different partner organizations.
    • To Do Well by Doing Good: Improving Corporate Image Through Cause-Related Marketing

      Vanhamme, J.; Lindgreen, A.; Reast, Jon; Popering, N. (2011)