Abstract: Despite a proliferation of research on legitimacy, the ‘grey area’ that lies between legitimacy and illegitimacy remains undertheorized. Responding to calls for further research, we clarify the construct of legitimacy and extend legitimacy theory by providing a conceptual framework for analyzing the legitimacy‐illegitimacy continuum. First, we propose three novel legitimacy states between legitimacy and illegitimacy – conditional legitimacy, unknown legitimacy, and conditional illegitimacy – and elaborate on the distinct qualitative characteristics of the five legitimacy states. Second, we offer a model of the dynamics of legitimacy state change and the (in)stability of the issue‐specific reference framework that is used to judge them. Third, we explain how our legitimacy states bridge the research streams on legitimacy judgment formation and legitimation strategies. By doing so, we integrate these research streams and enumerate discursive strategies for each state. Our article contributes to a more robust understanding of both how legitimacy states can be conceptualized and analyzed in future research and how they can be dealt with in managerial practice.

Abstract: This study contributes to the legitimacy literature by investigating the perceived appropriateness of legitimation strategies used by controversial organizations. Focusing on the French foie gras industry, we adopt a mixed-method approach combining interviews and conjoint experiments to analyze how legitimacy is not merely an organizational attribute but a dynamic relationship between industry actors and their evaluators. We examine five legitimation strategies and highlight how evaluators’ perceptions are shaped by their individual attributes, specifically environmental values and media skepticism. Our findings show that certain strategies favored by the industry may be perceived as inappropriate, thereby obstructing or even counteracting legitimacy enhancement. Crucially, evaluators' characteristics significantly moderate their assessments, underscoring the need for organizations to understand the values and orientations of their audiences. This research advances legitimacy theory by emphasizing that effective legitimation depends not only on strategic action but on the alignment between organizational efforts and evaluators’ value frameworks.

Abstract: Recent advances in research have shed light on why and how community-based enterprises (CBEs) emerge. Nevertheless, little is known about the underlying factors that contribute to their success over time. This lack of attention is intriguing, given CBEs’ widespread proliferation as an instrument for socioeconomic development. We contribute to the CBE literature by applying and extending socioemotional wealth (SEW) to the CBE context. Our findings demonstrate how the presence of community socioemotional wealth (CSEW) enables CBEs to achieve enduring success. Beyond the presence of SEW's five traditional dimensions, we identify two new dimensions (empowerment and holistic mission) unique to CBEs. When jointly present, these seven dimensions explain how CSEW creates a favorable terrain for the CBE to succeed.