Modeling the Pragmatic Legitimacy of Public Organizations Based on Good Governance Principles

Marjan  Lashkari; Ali Reza Modanlo Joibari; Changiz  Mohammadizadeh

Authors

Marjan Lashkari Department of Public Administration, Sari.C., Islamic Azad University, Sari, Iran Author https://orcid.org/0009-0009-8913-1763
Ali Reza Modanlo Joibari Department of Management and Accounting, Beh.C., Islamic Azad University, Behshahr, Iran. Author
Changiz Mohammadizadeh Department of Public Administration, Sari.C., Islamic Azad University, Sari, Iran Author https://orcid.org/0000-0003-3368-5192

Keywords:

organizational legitimacy, governance, good governance, pragmatic legitimacy, public organizations, grounded theory

Abstract

As public expectations become more complex and scrutiny of public-sector performance intensifies, organizational legitimacy and good governance have become central concerns for managers and policymakers. Inefficiency, limited transparency, internal resistance, and political pressure can weaken the legitimacy of public organizations and erode public trust. This study develops a context-sensitive model of pragmatic legitimacy for Iranian public organizations based on good-governance principles. An applied qualitative design using grounded theory was adopted. Fourteen academic and executive experts in public administration, public policy, and governance were selected through purposive sampling supported by snowball referrals, with recruitment continuing until theoretical saturation. Data were collected through semi-structured interviews and analyzed through open, axial, and selective coding. Initial coding produced 362 preliminary labels; after comparison, removal of duplication, and conceptual consolidation, 336 retained open-code statements were organized into six axial categories and 18 selective themes. The model identifies sociocultural, governance-administrative, and international-technological drivers; structural reform, transparency, accountability, anti-corruption, and public-participation strategies; cultural-social, structural-institutional, and legal-regulatory contextual conditions; external intervention, intra-organizational resistance, and systemic inefficiency as intervening conditions; and transparency, citizenship rights, efficiency, and organizational development as the core phenomenon. Expected outcomes include stronger legitimacy and public trust, greater transparency and accountability, lower corruption, improved efficiency, and higher service quality. The findings show that pragmatic legitimacy is not a single organizational attribute but a dynamic outcome of alignment among institutional conditions, stakeholder expectations, administrative capabilities, and credible governance practices.

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