Abstract
This research study aims to enhance our comprehension of organizational legitimacy in rural settings. While many researchers have examined how organizations acquire, manage, and leverage legitimacy in urban ventures, there is still a lack of consensus on the role of different types of legitimacy in rural ventures. This paper distinguishes between two types of legitimacy, political and market legitimacy, and utilizes ANOVA to identify variations in these types of legitimacy based on venture factors such as the leader's education and the venture's age. Our findings suggest that rural ventures tend to have stronger market legitimacy than political legitimacy, and that younger ventures exhibit stronger market legitimacy compared to older ones.
Published Version
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