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dc.contributor.authorSingh, Akshar 18021020345
dc.contributor.authorBhatia, Prof. Neha (Supervisor)
dc.date.accessioned2022-10-31T06:07:07Z
dc.date.available2022-10-31T06:07:07Z
dc.date.issued2022-04-10
dc.identifier.citationairline industryen_US
dc.identifier.urihttp://10.10.11.6/handle/1/10350
dc.descriptionStakeholders 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.abstractFirms 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.isoenen_US
dc.publisherGALGOTIAS UNIVERSITYen_US
dc.subjectairline industryen_US
dc.titleWhat would it take for the airline industry to zone out ?en_US
dc.typeArticleen_US


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