This exercise can be found on page 46 in “Toolbox 2.0 for Strategic Leadership of Innovative Networks”. You can download a PDF version of the toolbox here.
8 – From the history of a jam and juice producer: https://www.lerummuseum.no/historia-1
Table 8 illustrate eight different strategies for building legitimacy. All of these will not be equally relevant in all cases. In the exercise we will address this one column at a time. This will be done through two exercises with a total of four questions.
Table 8. Two dimensions in building legitimacy.
|Cognitive legitimacy||Socio-political legitimacy|
|Create opportunities for learning and positive associations||Appear serious and add something extra to get a moral engagement|
Exercise 1: How do we develop cognitive legitimacy (See table 9)?
1. How do we establish learning processes in and around the network?
2. How can we get stakeholders to have a positive attitudes to taking part in the network?
Table 9. Help to answer questions 1 and 2.
|Enable learning in and around the network||Stakeholders have positive attitudes to the network|
|The individual organization (business)||Develop new knowledge through experiments||Connect what is new to the past by way of symbolic language and behavior (“Grandma Lerum” 8)|
|Leadership and management of the network, internal processes||Knowledge sharing: Develop deeper knowledge through network meetings focusing on dominant themes||Collaborate on standardization (joint solutions, not separate concepts for each participant)|
|Relationships to other networks and key actors||Disseminate knowledge through alliances and third party activities||Create groups and federations across industries and networks|
|Relationships with national/international institutions||Participate in collaboration with institutions of learning and R&D||Collaborate with independent certification bodies|
Table 9 are supposed to be a creative tool for participants in networks to allow them to discover how to build legitimacy. We have filled the table with some examples, but each network needs to figure out what their strategies need to be. The most important thing is to decide on strategies one thinks will work, not to fill every space in the table, or worry if a suggestion is placed correctly or incorrectly in the table.