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Challenging Legitimacy Gaps : = Using Organizational Culture to Defend the Value of Outdoor Recreation Programming in Higher Education.

Record Type:	Language materials, manuscript : Monograph/item
Title/Author:	Challenging Legitimacy Gaps :/
Reminder of title:	Using Organizational Culture to Defend the Value of Outdoor Recreation Programming in Higher Education.
Author:	Gerbers, Kellie.
Description:	1 online resource (201 pages)
Notes:	Source: Dissertation Abstracts International, Volume: 79-07(E), Section: A.
Contained By:	Dissertation Abstracts International79-07A(E).
Subject:	Higher education. -
Online resource:	click for full text (PQDT)
ISBN:	9780355617726

Challenging Legitimacy Gaps : = Using Organizational Culture to Defend the Value of Outdoor Recreation Programming in Higher Education.
Gerbers, Kellie.

Challenging Legitimacy Gaps :Using Organizational Culture to Defend the Value of Outdoor Recreation Programming in Higher Education. - 1 online resource (201 pages)

Source: Dissertation Abstracts International, Volume: 79-07(E), Section: A.

Thesis (Ph.D.)--The Florida State University, 2017.

Includes bibliographical references

As college costs continue to rise, critics question why institutions are investing funds in "unimaginable college experiences" that include climbing walls, leisure pools, and state-of-the-art wellness centers (Martin, 2012; Yu & Effron, 2014; McNutt, 2014). The recent discontinuation of several dozen college outdoor recreation degrees and outdoor orientation programs suggests that the value of outdoor recreation has diminished on the modern college campus. The public challenge to such organizations occurs because of "legitimacy gaps" (Sethi, 2005, as cited in Brummette, 2015). Organizational legitimacy hinges on public acceptance of an organization's actions within a socially constructed system of norms, values, beliefs, and definitions (Suchman, 1995).

Electronic reproduction.
Ann Arbor, Mich. :
ProQuest,
2018

Mode of access: World Wide Web

ISBN: 9780355617726Subjects--Topical Terms:

1148448
Higher education.
Index Terms--Genre/Form:

554714
Electronic books.

Challenging Legitimacy Gaps : = Using Organizational Culture to Defend the Value of Outdoor Recreation Programming in Higher Education.
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500 $a Source: Dissertation Abstracts International, Volume: 79-07(E), Section: A.
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502 $a Thesis (Ph.D.)--The Florida State University, 2017.
504 $a Includes bibliographical references
520 $a As college costs continue to rise, critics question why institutions are investing funds in "unimaginable college experiences" that include climbing walls, leisure pools, and state-of-the-art wellness centers (Martin, 2012; Yu & Effron, 2014; McNutt, 2014). The recent discontinuation of several dozen college outdoor recreation degrees and outdoor orientation programs suggests that the value of outdoor recreation has diminished on the modern college campus. The public challenge to such organizations occurs because of "legitimacy gaps" (Sethi, 2005, as cited in Brummette, 2015). Organizational legitimacy hinges on public acceptance of an organization's actions within a socially constructed system of norms, values, beliefs, and definitions (Suchman, 1995).
520 $a The same components that create the basis for organizational legitimacy also comprise the foundations for organizational culture. To survive in the modern system, college outdoor recreation programs must be able to articulate how their mission, behaviors, and decisions add value to their campus community and to institutional goals. This study explored how successful college outdoor recreation programs leverage the outcomes of effective organizational culture-building to maintain organizational legitimacy using data from three nationally-recognized college outdoor programs. The primary research questions were: 1) how does a college outdoor recreation program create a "cultural fit" within the mission and strategic plan of its institution, and 2) how does the program articulate goal congruence with institutional stakeholders? The researcher conducted interviews with 18 participants and conducted a document analysis to explore how programs shared their value with stakeholders. Findings suggest that successful programs 1) garner support when their organizational culture reinforces the institution's organizational culture, 2) establish value by being the sole provider of specific experiences in support of the institution's strategic priorities 3) can best maintain and extend legitimacy by cultivating a web of strategic, collaborative partnerships.
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