The JBS Corruption Scandals in Brazil and Lindblom’s Organizational Legitimacy Strategies
DOI:
https://doi.org/10.51341/1984-3925_2020v23n3a2Keywords:
Legitimacy, Strategies, Reporting, Lindblom, JBS.Abstract
Objective: Evaluate the narrative financial reports released by the Brazilian meatpacker JBS SA and identify how the company has sought to influence its information user while coping with its recent corruption scandals.
Method: A qualitative analysis of narrative financial reports – Market Notices, Material Facts, Management Report, and Reference Form and Prospects – was carried out for the base year 2017 based on the Legitimacy Theory (Lindblom, 1994).
Originality/Relevance: Parameters are shown that could be used by managers, separately or concurrently, intentionally or unintentionally, to achieve, preserve or recover the company’s legitimacy. Mechanisms of manipulation are also shown as used in corporate reports.
Results: JBS used Lindblom’s (1994) first legitimacy strategy in all reports, but more frequently in the Material Facts. Such a strategy was used for regulatory and penal reasons (i.e., the Securities and Exchange Commission of Brazil, and the Federal Public Prosecutor’s Office) as JBS acknowledged the impact of the negative event (i.e., the corruption scandals covered by the media) and provided information related to how it has addressed such a legitimacy-threatening problem.
Theoretical/Methodological contributions: Lindblom’s (1994) 2nd and 3rd legitimacy strategies were not as frequent (9% and 12,5% respectively) as reported in the literature. Adding to the literature, this study provides a better understanding of financial reporting as an instrument of legitimacy and manipulation within the political and economic environment.
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