This theory proceeds from the perspective that business environments are socially determined. Therefore, the levels of success of business enterprises are directly proportional to the level of attachment that exists between the social order and the company’s actions and reactions.
On this score, some of the issues that have been used to determine the course of action are mostly tied to the capacity to relate to issues of general interest. Multiple perspectives agree on the fact that legitimacy theory harmonizes the relationships and connections between the society and the business in ways that provide synergies that enable the sustainability of the business environment (Buys, 2010, pp. 55-61). Other theorists suggest that the proper adoption of this theory has the effect of easing the chain of supply as the streamlined social environment provides the necessary support for easing the processes of the firm.
This study shall engage the theory of legitimacy in understanding the reactions that followed the 2000 Concorde Crash. Air France reacted in various ways to the tragedy but this paper will concern itself with the formal responses as obtained from press releases, official comment, news reports, and other kinds of responses that followed the disaster (Buyck, 2010, p. 67). The assumption is that the responses could be reduced into the company’s demonstration of an underlying commitment to the service of certain values, mores, ethics, and traditions that regulate its policy framework and on which its operational framework is based. Essentially, the reactions by Air France to the disaster could be interpreted as an outward manifestation of its framework as understood within the aspect of corporate management.
The case in point for discussion concerns the disastrous crash of the French Concorde flight also known as Air France Flight 4590. This paper will limit itself to some specific responses of the management of Air France to the 2000 crash of the Concorde.