TCI2013 Mobilizing stakeholders through legitimation strategies
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Transcript of TCI2013 Mobilizing stakeholders through legitimation strategies
Mobilizing Stakeholders through Legitimation Strategies Anna Emmoth & Jörgen Elbe
Academic Summit: Clusters as entrepreneurial ecosystems
5 September 2013
Mobilizing Stakeholders through Legitimation Strategies
– The Formation of a Tourist Destination Cluster Initiative
Jörgen Elbe
Anna Emmoth
The Research
• How mobilizing cluster stakeholders?• Longitudinal case study• Multiple data sources: Interviews,
observations, documents• Qualitative interpretation – abductive
approach
Case Study Background• Regional tourism development initiative:
• Destination Dalarna: One region – five destinations• Hundreds of businesses– a few ”locomotives” but
mainly SMEs• Huged planned investment – stagnating domestic
market = need to attract foreign markets (overcapacity?)
• Solution: cluster initiative with one brand, joint marketing and a joint sales platform
• Regional tourism developer as cluster facilitator
General Prerequisites
• Cluster facilitator:• Limited budget• No formal authority
• Many different and important stakeholders:• Local businesses, residents, funding agencies, governments,
academic institutions…• In different organizational fields with different institutional logics
• Legitimacy • A crucial resource in order to mobilize resources and support
A Conceptual Framework• Three types of legitimacy (Suchman,1995):
• Moral: Being perceived as a legitimate representative• Pragmatic: Being perceived as a commercially interesting and legitimate
partner • Cognitive: Taken for granted structures in the society, i.e. is the
cluster/industry perceived as legitimate
• Rhetoric as a mean (Suddaby & Geenwood, 2005; Aristotle) • Logos: Arguments referring to what appears to be logical• Pathos: Arguments referring to emotions and moral• Ethos: Arguments referring to the perceived authority of the presenter
• Strategic legitimation approaches (based on Suchman, 1995)• Conforming: Adapting arguments to stakeholders’ existing institutional logics• Manipulating: Try to influence the stakeholders’ perception• …or seek stakeholders in another field
Analysis scheme - example
Stakeholder Type of approach
Rhetorical style
Resource Type of legitimacy
Associated themes
Quotes by regional DMO directed to stakeholder
Funding agencies Local DMOs Local businesses
Conforming Manipulating Manipulating
Logos Pathos Ethos
National development funds Support Support
Cognitive Moral Pragmatic
Cluster – innovation – growth External threats – increased global competition – joint challenges Business benefits through collaboration
“Today there is a common understanding in the region to enhance the co-operation between industry actors. The aim is that the industry will take a step forward toward more refined products, better distribution channels, more intense national and international sales and more efficient processes. The goal is to develop a regional cluster which can be part of a national innovation system.” (application for funding) ”Our region is the fourth largest tourist region in Sweden. We have a strong destination but we have not developed in the pace as other destinations in Sweden and therefore we risk losing visitors to destinations that develop better and faster.” (project description) “We have come together since we believe in Dalarna as a region. We have an interesting brand, and we have numerous of companies with exciting ideas and they will be in the forefront when the destinations and products of the future are developed”. (Project information web page)
The conceptual framework – an analytic and strategic tool
Required resources
Stakeholders Type of approach
Rhetorical style
Legitimacy obtained
Funding, competency, skills, support
Businesses, tourists, residents, governments, NGOs, funding agencies, academic institutions
Conforming or manipulating
Logos, pathos, ethos
Moral, pragmatic, cognitive,