Legitimacy is a central yet often under-theorised determinant of non-profit effectiveness and resilience. This article synthesises multiple theoretical perspectives to clarify legitimacy’s pragmatic, moral, and cognitive dimensions, drawing on institutional theory, resource-dependence theory, and critical scholarship. It argues that legitimacy is both a socially conferred perception and a strategic resource—granted by stakeholders but also actively shaped through communication, ethics, and organisational culture. The discussion highlights that legitimacy, when pursued superficially, can reproduce inequality or erode trust, while genuine legitimacy depends on ethical alignment, transparency, and authenticity. By integrating conceptual frameworks and applied insights, the article provides scholars with a foundation for advancing legitimacy research and offers practitioners guidance on sustaining trust through balanced institutional and ethical engagement.
Anna Neya Kazanskaia (Wed,) studied this question.