Multinational subsidiary's search for legitimacy: the isomorphism dilemma

The development of companies is limited by institutions that create common paths for all companies, such as the need for mimetic isomorphism. However, when it comes to multinational companies (MNCs), this reality is more complex. These companies face pressure at the global level (from the headquarters and other subsidiaries). Our proposal aims to elucidate how MNCs use the principles of organizational fields in their strategy for entering new markets. We investigate Amazon's entry strategy into the Brazilian market, assessing its level of isomorphism, decoupling, and legitimation. A single case study was conducted on Amazon's entry into Brazil to analyze the consistency of Kostova, Roth & Dacin's (2008) propositions concerning the neoinstitutional theory of organizational fields. Our analysis identified five types of strategies for legitimation in the organizational field: legitimation, synergy, endorsement, innovation, and adaptation, all observed in practice in the case.