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Sustainability strategies of the company TimorL: extending the applicability of legitimacy theory

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dc.contributor.authorEugénio, Teresa
dc.contributor.authorLourenço, Isabel C.
dc.contributor.authorMorais, Ana I.
dc.date.accessioned2018-10-04T16:29:57Z
dc.date.available2018-10-04T16:29:57Z
dc.date.issued2013
dc.description.abstractPurpose: this study aims to identify the legitimacy strategies employed by one of the largest Portuguese cement companies to defend and downplay its sustainability performance and activities related to two major controversies involving the company: co-incineration and the location of the Outão plant. Design/methodology/approach: a single case study methodology is employed for the empirical research. Sustainability reports were analysed in order to identify TimorL's sustainability disclosure practices, and semi-structured interviews were conducted to complement the case analysis. This paper emphasises legitimacy theory and legitimacy repair strategies that were identified by Suchman. Findings: legitimacy strategies, including “don't panic”; “create monitors”; “Justify”; “disassociate” and “explain”, were identified in the actions TimorL took after the above- mentioned controversies. The company initiated a series of actions to respond to the company's “crisis”. The conclusions of the study support the argument that sustainability strategies remain a powerful legitimacy tool. Originality/value: the paper adds to the scarce research available on the sustainability disclosure and practices of companies by providing new empirical data. It contributes to a better understanding of how companies behave when they are faced with legitimacy gaps and how they act to restore their legitimacy.pt_PT
dc.description.versioninfo:eu-repo/semantics/publishedVersionpt_PT
dc.identifier.citationTeresa Pereira Eugénio, Isabel Costa Lourenço, Ana Isabel Morais, (2013) "Sustainability strategies of the company TimorL: extending the applicability of legitimacy theory", Management of Environmental Quality: An International Journal, Vol. 24 Issue: 5, pp.570-582, https://doi.org/10.1108/MEQ-03-2011-0017 [versão da editora]pt_PT
dc.identifier.doi10.1108/MEQ-03-2011-0017pt_PT
dc.identifier.issn1477-7835
dc.identifier.urihttp://hdl.handle.net/10400.8/3572
dc.language.isoengpt_PT
dc.peerreviewedyespt_PT
dc.publisherEmerald Group Publishing Limitedpt_PT
dc.relation.ispartofseries5;
dc.relation.publisherversionhttps://www.emeraldinsight.com/doi/abs/10.1108/MEQ-03-2011-0017pt_PT
dc.subjectCase studypt_PT
dc.subjectInterviewspt_PT
dc.subjectSustainability reportspt_PT
dc.subjectLegitimacy theorypt_PT
dc.subjectPortugalpt_PT
dc.subjectLegitimacy strategiespt_PT
dc.titleSustainability strategies of the company TimorL: extending the applicability of legitimacy theorypt_PT
dc.typejournal article
dspace.entity.typePublication
oaire.citation.conferencePlaceUnited Kingdompt_PT
oaire.citation.endPage582pt_PT
oaire.citation.startPage570pt_PT
oaire.citation.titleManagement of Environmental Quality: an International Journalpt_PT
oaire.citation.volume24pt_PT
person.familyNameEugénio
person.familyNameLourenço
person.givenNameTeresa
person.givenNameIsabel
person.identifier.ciencia-id1F17-50A3-BEE2
person.identifier.orcid0000-0003-1040-3164
person.identifier.orcid0000-0003-4338-6778
person.identifier.ridH-3564-2014
person.identifier.scopus-author-id54079668000
person.identifier.scopus-author-id53986265200
rcaap.rightsclosedAccesspt_PT
rcaap.typearticlept_PT
relation.isAuthorOfPublication63b6d075-7a05-4f91-8d46-4e9cbe93dc09
relation.isAuthorOfPublication474aeb53-bba1-4534-9b78-d80f3426bf49
relation.isAuthorOfPublication.latestForDiscovery474aeb53-bba1-4534-9b78-d80f3426bf49

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