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A marginalized group’s land ownership and cultural costs of legitimation

dc.contributor.authorSong, Eun Youngen
dc.date.accessioned2026-06-19T21:41:02Z
dc.date.available2026-06-19T21:41:02Z
dc.date.issued2026en
dc.description.abstractHow does a culturally marginalized group legitimize their land ownership, and how does successful legitimation inadvertently undermine their culture? While existing studies have explored how marginalized groups strategically utilize dominant mainstream culture, they often overlook multiple layers within it and leveraging these layers can lead to unintended effects on marginalized groups’ culture. Considering marginalized groups’ culture as encompassing values, beliefs, and behaviors, I focus on a peasant kin group in rural Korea and examine how they legitimize the communal values of their culture by legalizing their centuries-long collective ownership of the land through utilizing different layers of the dominant culture, such as agnatic primogeniture and modernization. Yet, at the same time, their successful efforts to legitimate the collective land ownership marginalize their culture of community stability. Through content analysis of multi-year observations and interviews, my findings provide nuanced understanding of marginalized groups’ agency, by highlighting the layered nature of dominant culture as a potential source of undermining their culture.en
dc.description.statusPeer-revieweden
dc.format.extent26en
dc.identifier.isbn978-1-83662-829-3en
dc.identifier.isbn978-1-83662-828-6en
dc.identifier.isbn978-1-83662-830-9en
dc.identifier.otherORCID:/0000-0003-4443-3513/work/217920043en
dc.identifier.urihttps://hdl.handle.net/1885/733811657
dc.language.isoenen
dc.publisherEmerald Insighten
dc.relation.ispartofCultural Marginalization in Communities and Organizations: Seeds for Peaceen
dc.relation.ispartofseriesResearch in the Sociology of Organizationsen
dc.titleA marginalized group’s land ownership and cultural costs of legitimationen
dc.typeBook chapteren
dspace.entity.typePublicationen
local.bibliographicCitation.lastpage38en
local.bibliographicCitation.startpage13en
local.contributor.affiliationSong, Eun Young; Research School of Management, ANU College of Business & Economics, The Australian National Universityen
local.identifier.citationvolume103en
local.identifier.doi10.1108/S0733-558X20260000103002en
local.identifier.essn0733-558Xen
local.identifier.pure249fddd3-f9b3-46a6-80b3-2cbb8562ab3fen
local.type.statusPublisheden

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