Indigenization Legitimacy Reputation Strategic Balance Theory
I acknowledge that I am descended from European settlers who arrived on this continent between 1630 and 1901. Early settlers came from England and France seeking a place to practice their version of Protestant Christianity in the lands occupied by the Massa-adchu-es-et, Pawtucket, Podunk, Poquonook, Quinnipiac, Wampanoag, Wangunks, Wappinger, and other Indigenous peoples in what is now commonly called Southern New England (https://native-land.ca/); I started life here. Later settlers likely came for economic opportunity to Milwaukee and northwestern Indiana. I recognize that I have benefited from past colonial practices, including physical, epistemic, and cultural genocides. Having licence plates from seven jurisdictions across Turtle Island, I am in awe of the beauty of these lands, skies, and waters with whom Indigenous peoples have dwelt for millennia. Therefore, I include Indigenous perspectives and support Indigenous students and organizations in my teaching, research, and service.
My research focuses on social evaluations of organizations, especially legitimacy and reputation, the causes and consequences of each, and indigenization and decolonization in business schools. My theoretical interests include agenda-setting, institutional (in both organizational sociology and international business), media effects, stakeholder, strategic balance, and strategic choice theories.
“Science, like all creative activity, is exploration, gambling, and adventure. It does not lend itself very well to neat blueprints, detailed road maps, and central planning. Perhaps that’s why it’s fun.”
- Simon, H. A. 1964. Approaching the theory of management. In H. Koontz (Ed.), Toward a unified theory of management: 73-85. New York: McGraw-Hill.
New Course Development
SMO 488/686 Introduction to Indigenous Business
In winter term, 2021, I offered Introduction to Indigenous Business (SMO 488/686 Special Topics) for the first time at the University of Alberta. This course sprouted from the fertile soil of Indigenizing and Decolonizing Your Course led by Jennifer Ward of the Centre for Teaching and Learning. We focused on the challenges and opportunities faced by indigenous businesses using the case study method in a primarily synchronous discussion format on Zoom. The main learning materials were the text Indigenous Business in Canada, available as an eBook in the UofA library, and nine case studies set between the lands of the Mi’kmaq and Heiltsuk peoples. Additional readings included excerpts from Indigenous Wellbeing and Enterprise, Indigenous Writes, and The Reconciliation Manifesto. Grades were mainly based on written work, including a team-based term project.
Link to CBC story and Interview with Adrienne Pan on CBC Edmonton Radio Active, January 28 and 22, 2021
Link to Interview with Danielle Smith, CHED 690, Global News Edmonton, February 2, 2021
Link to UAlberta Business story by Brea Elford, June 21, 2021.
Link to "Business schools launch ‘overdue’ efforts to Indigenize curricula: With an imperative for the corporate sector to work with First Peoples globally, MBAs are finally revamping programs, by Jennifer Lewington, Corporate Knights, November 19, 2021
SEM 686 Advanced Topics in Indigenous Business
In Fall term, 2021, I offered an Independent Study to an Indigenous student focusing on Indigenous-Corporate relations in the natural resource sector.
Individuals’ Perceptions of the Legitimacy of Emerging Market Multinationals: Ethical Foundations and Construct Validation.
Authors: Jianhong Zhang, David L. Deephouse, Désirée van Gorp & Haico Ebbers
Journal of Business Ethics Online First Edition
Entry of new organizations, including multinational enterprises from emerging markets (EMNEs), raises the ethical question of will they benefit society. The concept of legitimacy answers this question because it is the overall assessment of the appropriateness of organizational ends and means. Moreover, gaining legitimacy enables EMNEs to succeed in new host countries. Past work examined collective level indicators of the legitimacy of MNEs, but recent research recognizes the importance of individuals’ perceptions as the micro-foundation of legitimacy. This study first uses new pragmatism, deontology, and utilitarianism to demonstrate that legitimacy is fundamentally an ethical concept—a perspective that has been overlooked in management research. Second, this study uses a seven-step procedure to develop and validate a measure of individuals’ perceptions of the legitimacy of Chinese EMNEs operating in The Netherlands, a developed country. Six dimensions of legitimacy were identified. The study also finds support for this legitimacy judgment process linking the dimensions: validating knowledge → propriety judgments → generalized judgment. This work provides additional micro-foundations to research on legitimacy and contributes to the ongoing process of construct validation. Future research could use the validated measure in other settings and use specific ethical theories in depth to refine the concept of legitimacy.
This course examines top management decisions and emphasizes the development of business and corporate strategy. It integrates the management principles studied in the business core using a series of business cases. The course will have a special focus on innovation and innovative ways of competing and creating value. Guest Faculty members and executives will participate. Prerequisites: FIN 301; MARK 301; and SEM 201, 301 or 310. Open only to students in the Faculty of Business.Fall Term 2022 Winter Term 2023
International enterprises are for-profit businesses and nonprofit organizations which actively coordinate their operations sited in multiple countries. Top managers of international enterprises must ensure that their organizations simultaneously adapt to differences in external contexts around the world and increase internal coordination, efficiency, and innovation on a worldwide basis. Students will be put in the role of practicing top managers who are facing challenges, making decisions, and providing leadership in complex, multicultural contexts. Topics may include: entry decisions; aligning strategy, structure, and process; globalization; international strategic alliances; and sustainability. Prerequisites: SMO 500.Summer Term 2022
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Several publishers now forbid posting papers to personal websites, so I have stopped doing so unless I have an Open Access Paper. If you want a copy of the paper, please follow the URL or DOI addresses below. You could also check Web of Science or Google Scholar, linked below, for more details on publications.
Thanks for visiting my research page. I hope my work helps YOU with the great work YOU are doing!
Dr. David Deephouse
Deephouse, D. L., Bundy, J., Tost, L. P., & Suchman, M. C. 2017. Organizational legitimacy: Six key questions. In R. Greenwood, C. Oliver, T. Lawrence, & R. Meyer (Eds.), The SAGE Handbook of Organizational Institutionalism (2nd ed.): In Press. Thousand Oaks CA: Sage. https://papers.ssrn.com/sol3/papers.cfm?abstract_id=2849636
Deephouse, D. L., Newburry, W., & Solemani, A. 2016. The effects of institutional development and national culture on cross-national differences in corporate reputation. Journal of World Business, 51(3): 463-473. doi:10.1016/j.jwb.2015.12.005.
Finch, D., Deephouse, D. L., O'Reilly, N., Foster , W., Falkenberg, L., & Strong, M. 2016. Institutional biography and knowledge dissemination: An analysis of Canadian business school faculty. Academy of Management Learning & Education.
Finch, D.J., Deephouse, D.L., O’Reilly, N., Massie, T., & Hillenbrand, C. 2016. Follow the leaders? An analysis of convergence and innovation of faculty recruiting practices in US business schools. Higher Education, 71(5): 699-717. doi:10.1007/s10734-015-9931-5.
Finch, D.J., Varella, P., Foster, W., Sundararajan, B., Bates, K.A., Nadeau, J. O’Reilly, N., & Deephouse, D.L. 2016. A stakeholder-view of business school legitimacy -- Examining the systematic sources of value and legitimacy judgments. Canadian Journal of Administrative Sciences.
Finch, D., Deephouse, D. L., & Varella, P. 2015. Examining an individual's legitimacy judgment using the value-attitude system: The role of environmental and economic values and source credibility. Journal of Business Ethics, 127(2): 265-281. doi:10.1007/s10551-013-2031-5.
Deephouse, D.L. 2014. From the colours of the rainbow to monochromatic grey: An n=1+x analysis of Apple's corporate reputation, 1976-2013. Socio-Economic Review, 12 (1): 206-218. doi: 10.1093/ser/mwt021. http://ser.oxfordjournals.org/content/12/1/153.abstract?sid=cac54502-cb59-4ca7-ab41-e708f0f59306.
Walker, K., Schlosser, F., & Deephouse, D.L. 2014. Organizational ingenuity and the paradox of embedded agency: The case of the embryonic Ontario solar energy industry. Organization Studies, 35(4): 613-634. http://oss.sagepub.com/content/35/4/613.abstract
Deephouse, D.L. & Jaskiewicz, P. 2013. Do family firms have better reputations than non-family firms? An integration of socioemotional wealth and social identity theories. Journal of Management Studies, 50(3): 337–360. http://onlinelibrary.wiley.com/doi/10.1111/joms.12015/abstract