Organizational crises are rare, yet they fundamentally influence the evolution of organizations. An aspect of crises deserving more attention is the interaction of organizations and their stakeholders during a crisis from a legitimation perspective. This paper presents ... View more
Aldrich, Howard E., and C. Marlene Fiol (1994): “Fools rush in? The institutional context of industry creation.” Academy of Management Review, 19/4: 645-670.
Arndt, Margarete, and Barbara Bigelow (2000): “Presenting structural innovation in an institutional environment: Hospitals' use of impression management.” Administrative Science Quarterly, 45/3: 494-522.
Ashforth, Blake E., and Barrie W. Gibbs (1990): “The double-edge of organizational legitimation.” Organization Science, 1/2: 177-194.
Audia, Pino G., and Henrich R. Greve (2006): “Less likely to fail: Low performance, firm size, and factory expansion in the shipbuilding industry.” Management Science, 52/1: 83-94.
Axelrod, Robert (1997): “Advancing the art of simulation in the social sciences.” In Rosaria Conte, Rainer Hegselmann, and Pietro Terno (eds.), Simulating Social Phenomena: 21-40. Berlin: Springer.
Banks, Jerry (1998): “Principles of simulation.” In Jerry Banks (ed.), Handbook of Simulation: 3-30. New York: Wiley.
Barlas, Yaman (2007): “Leverage points to march 'upward from the aimless plateau'.” System Dynamics Review, 23/4: 469-473.
Benoit, William L. (1995): Accounts, Excuses, and Apologies: A Theory of Image Restoration Discourse. Albany, NY: State University of New York Press.
Benoit, William L., and Susan L. Brinson (1994): “AT&T: 'Apologies are not enough'.” Communication Quarterly, 42/1: 75-88.
Billings, Robert S., Thomas W. Milburn, and Mary Lou Schaalman (1980): “A model of crisis perception: A theoretical and empirical analysis.” Administrative Science Quarterly, 25/2: 300-316.