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The BP Oil Spill as a Cultural Anomaly? Institutional Context, Conflict and Change


Andrew John Hoffman


The Stephen M. Ross School of Business at the University of Michigan

P. Devereaux Jennings


University of Alberta - Department of Strategic Management and Organization

October 1, 2010

Ross School of Business Paper No. 1151
Journal of Management Inquiry, Vol. 20, No. 2, pp. 100-112

Abstract:     
This paper argues that the BP Oil Spill is, potentially, a "cultural anomaly" for institutional changes in environmental management and fossil fuel production. The problem as defined by the spill’s context, the potential solutions provided by the competing logics in that context, and the selection of problem-solution bundles through the fortuitous timing of events and more calculative efforts of institutional entrepreneurs within that context have come close to acting as a catalyst for deeper change; but not quite. For reasons we discuss, true change in our approach to handling issues related to oil drilling, oil consumption and environmental management have yet to occur.

Number of Pages in PDF File: 37

Keywords: Events, institutional change, environmental management, oil spills

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Date posted: November 11, 2010 ; Last revised: January 29, 2013

Suggested Citation

Hoffman, Andrew John and Jennings, P. Devereaux, The BP Oil Spill as a Cultural Anomaly? Institutional Context, Conflict and Change (October 1, 2010). Ross School of Business Paper No. 1151. Available at SSRN: http://ssrn.com/abstract=1706096

Contact Information

Andrew John Hoffman (Contact Author)
The Stephen M. Ross School of Business at the University of Michigan ( email )
701 Tappan Street
Ann Arbor, MI MI 48109
United States
P. Devereaux Jennings
University of Alberta - Department of Strategic Management and Organization ( email )
Edmonton, Alberta T6G 2R6
Canada
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