The Advocacy Trap: When Legitimacy Building Inhibits Organizational Learning

Tiona  Zuzul; Amy C. Edmondson

Article | Academy of Management Discoveries | September 2017

The Advocacy Trap: When Legitimacy Building Inhibits Organizational Learning

Abstract

This paper describes a relationship between legitimacy building and learning for a new firm in a nascent industry. Through a longitudinal study of a new firm in the nascent smart city industry, we found that the firm failed to make progress on important internal initiatives, despite notable external successes, including prestigious employees, well-known partner companies, and extensive positive media attention. Exploring these concurrent developments, we discovered a surprising relationship between the firm's external successes and its internal failures. We propose that the legitimacy building that helped the new firm establish external success gave rise to cognitive and emotional internal dynamics that inhibited organizational learning. We call this dynamic the advocacy trap. By suggesting a downside to legitimacy building and identifying a novel barrier to organizational learning—rooted in cognition and emotion, and especially salient in new firms and nascent industries—our discovery opens several new avenues for research in entrepreneurship and organizational learning.

Keywords: organizational learning; advocacy; Organizations; Learning; Problems and Challenges;

Format: Electronic

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Citation:

Zuzul, Tiona, and Amy C. Edmondson. "The Advocacy Trap: When Legitimacy Building Inhibits Organizational Learning." Academy of Management Discoveries 3, no. 3 (September 2017): 302–321.

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The Advocacy Trap: When Legitimacy Building Inhibits Organizational Learning

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