dc.contributor.author | Singh, Akshar 18021020345 | |
dc.contributor.author | Bhatia, Prof. Neha (Supervisor) | |
dc.date.accessioned | 2022-10-31T06:07:07Z | |
dc.date.available | 2022-10-31T06:07:07Z | |
dc.date.issued | 2022-04-10 | |
dc.identifier.citation | airline industry | en_US |
dc.identifier.uri | http://10.10.11.6/handle/1/10350 | |
dc.description | Stakeholders are typically defined as those groups and individuals
that the organization can have an effect on or who can similarly
have an effect on the organization itself.
Stakeholders can become more or less important, or salient, to the
organization. This typically depends on the degree to which the
stakeholder in question possesses the attributes of power,
legitimacy and urgency. Power is the extent to which the
stakeholder can affect the organizations operations and survival.
Urgency is the time pressure the stakeholders‟ claims place on the
organization. Legitimacy is the degree to which the claims that the
stakeholders are making on the organization are considered to be
appropriate by society and the organization (Alpaslan et al., 2009;
Mitchell et al., 1997). Crises often affect multiple stakeholders
(McDonald et al., 2010) some of which are stakeholders that the
organization did not consider to be an important stakeholder
before the crisis. This can lead to unexpected conflicts and
difficulties. An organizations legitimacy can be seen as stakeholders‟
perception that the actions of an organization are appropriate,
acceptable and keeping to societys norms and the expectations of
the stakeholders (Coombs & Holladay, 1996; Massey, 2001). If an
organization is thought of as legitimate by at least some of its
stakeholders, it can expect to gain support from those
stakeholders. As a result, legitimacy is highly desirable to the
organization but also forces it to act in accordance with the
expectations of its stakeholders. Since legitimacy arises from
stakeholder perceptions that the organizations actions conform to
societal norms, it follows that the organization will, to some extent,
try to act in ways that conform to these expectations. Likewise, an
organization can lose legitimacy by acting in a way that
stakeholders deem to be unacceptable or failing to act in ways that
they deem required for a legitimate organization. If that has
happened, the organization must try to change that perception of
illegitimacy, or face the possibility of organizational failure as it
loses the support of its stakeholders (Massey, 2001). | en_US |
dc.description.abstract | Firms and other organizations are dependent on the support of
other groups and individuals for their continued survival
(Pajunen, 2006). If an organization is considered to be illegitimate
by those it relies upon for its survival, its stakeholders, they are
likely to withdraw their support (Massey, 2001), making the
future of the organization uncertain (Chess, 2001). An
organization can be seen as legitimate if it is perceived by its
stakeholders as acting appropriately, keeping to societies‟
norms and living up to the expectations of their
stakeholders (Coombs & Holladay, 1996; Massey, 2001).
If the activities or products of an organization can cause its
stakeholders unacceptable harm, these victims and other
stakeholders that sympathize with them may consider the
organization to be illegitimate. The organization may experience
crises, which are usually defined as chains of events that have
severe consequences, damaging human lives, property, the
environment or all of the above (Stephens et al., 2005). These
events are also at least partially unexpected (Massey, 2001). Due to
factors such as the increased reliance on advanced and sensitive
technology and the increase in the number and complexity of
stakeholder relationships, crises are becoming more prevalent,
severe and more difficult to control in the world of today. | en_US |
dc.language.iso | en | en_US |
dc.publisher | GALGOTIAS UNIVERSITY | en_US |
dc.subject | airline industry | en_US |
dc.title | What would it take for the airline industry to zone out ? | en_US |
dc.type | Article | en_US |