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Organization Studies
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Desperately Seeking Legitimacy: Organizational Identity and Emerging Industries

Stewart R. Clegg

University of Technology, Sydney, Australia, Stewart.Clegg{at}uts.edu.au

Carl Rhodes

University of Technology, Sydney, Australia, Carl.Rhodes{at}uts.edu.au

Martin Kornberger

University of Technology, Sydney, Australia and University of St. Andrews, Scotland, UK, Martin.Kornberger{at}uts.edu.au

In this article we examine the process of organizational identity formation in emerging industries. We argue that organizational identity is best understood in terms of the relationship between temporal difference (i.e. the performance of a stable identity over time) and spatial difference (i.e. by locating organizational identity in relation to other firms, both similar and different). It is the relationship between these two forms of difference that enables the construction of a legitimate sense of organizational identity. Our discussion is illustrated using empirical material from a study of the emerging industry of business coaching in Australia.

Key Words: organizational identity • business coaching • emerging industries • industry formation

This version was published on April 1, 2007

Organization Studies, Vol. 28, No. 4, 495-513 (2007)
DOI: 10.1177/0170840606067995
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