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Abstract :
[fr] La légitimité est une ressource importante pour une organisation, en particulier en temps de crise. Une organisation doit donc savoir comment restaurer et maintenir sa légitimité. En fait, la légitimité est accordée par les parties prenantes qui ont des rôles différents avec plus ou moins d’attentes et des pouvoirs envers l'organisation. Réussir à les satisfaire peut-être un défi majeur. Le secteur des Mutuelles de Santé (MUSA) dans la province du Sud-Kivu, à l'Est de la République Démocratique du Congo (RDC), ne fait pas exception à cette règle. Il est confronté, comme d'autres Organisations à Base des Membres (OBM), à la nécessité de gérer sa légitimité et de traiter avec ses parties prenantes. Les dernières années ont été particulièrement difficiles pour le secteur des MUSA du Sud-Kivu, qui était affecté par une importante diminution des effectifs des membres et plusieurs reproches. La légitimité est donc un sujet d'actualité qui mérite d'être analysé. C'est ce que cette étude cherche à faire. Elle vise à comprendre les éléments de perceptions des parties prenantes qui légitiment ou délégitiment les MUSA. Pour ce faire, nous avons eu recours à l'analyse thématique. Les entretiens réalisés avec trois groupes des parties prenantes dont les membres des MUSA, les non-membres et les dirigeants des MUSA ont été analysés. Les résultats révèlent plusieurs thèmes dont la qualité du service, le processus de prise de décision, la communication transparente et la compréhension par les membres du modèle et des valeurs mutualistes, traduisant dans une grande mesure la perception négative des MUSA par ses parties prenantes. Ces éléments sont liés aux dimensions pragmatique, normative et cognitive de la légitimité des MUSA. L’étude propose des stratégies permettant aux MUSA de restaurer et de maintenir leur légitimité.
Mots-clés : Légitimité, Perceptions des parties prenantes, Parties prenantes, MUSA, Sud-Kivu
[en] Legitimacy is an important resource for an organization, especially in times of crisis. So, an organization needs to know how to restore and maintain its legitimacy. In fact, legitimacy is granted by stakeholders who have different roles with more or less expectations and power towards the organization. Managing to satisfy them can be a major challenge. Mutual Health Organizations (MHOs) sector in the South-Kivu province, eastern of the Democratic Republic of Congo is not an exception to this rule. It faces, like other member-based organizations, the needs to manage and deal with its stakeholders and its legitimacy. The last few years have been particularly difficult for the sector, as it has been plagued by a significant decline in membership and several reproaches. The legitimacy of MHOs is therefore a current topic that deserves to be analyzed. This is what this study seeks to do. It aims to understand the elements of stakeholders ‘perceptions that legitimize or delegitimize MHOs. To do this, we used thematic analysis. Interviews with three groups of stakeholders whose members, non-members and MHOs managers have been analyzed. The results reveal several themes including service quality, decision making process, transparent communication and the good understanding of mutualist model and values, that largely reflecting negative stakeholders ‘perceptions of MHOs. These elements are related to the pragmatic, normative and cognitive dimensions of MHOs legitimacy. We propose strategies that enable MHOs to restore and maintain their legitimacy.
Key words: LLegitimacy is an important resource for an organization, especially in times of crisis. So, an organization needs to know how to restore and maintain its legitimacy. In fact, legitimacy is granted by stakeholders who have different roles with more or less expectations and power towards the organization. Managing to satisfy them can be a major challenge. Mutual Health Organizations (MHOs) sector in the South-Kivu province, eastern of the Democratic Republic of Congo is not an exception to this rule. It faces, like other member-based organizations, the needs to manage and deal with its stakeholders and its legitimacy. The last few years have been particularly difficult for the sector, as it has been plagued by a significant decline in membership and several reproaches. The legitimacy of MHOs is therefore a current topic that deserves to be analyzed. This is what this study seeks to do. It aims to understand the elements of stakeholders ‘perceptions that legitimize or delegitimize MHOs. To do this, we used thematic analysis. Interviews with three groups of stakeholders whose members, non-members and MHOs managers have been analyzed. The results reveal several themes including service quality, decision making process, transparent communication and the good understanding of mutualist model and values, that largely reflecting negative stakeholders ‘perceptions of MHOs. These elements are related to the pragmatic, normative and cognitive dimensions of MHOs legitimacy. We propose strategies that enable MHOs to restore and maintain their legitimacy.
Key words: Legitimacy, Stakeholders ‘perceptions, Stakeholders, MHO, South-Kivu
