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

Ross School of Business Paper No. 1151

Journal of Management Inquiry, Vol. 20, No. 2, pp. 100-112

37 Pages Posted: 11 Nov 2010 Last revised: 29 Jan 2013

Andrew John Hoffman

University of Michigan, Stephen M. Ross School of Business

P. Devereaux Jennings

University of Alberta - Department of Strategic Management and Organization

Date Written: October 1, 2010

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.

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

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: https://ssrn.com/abstract=1706096

Andrew John Hoffman (Contact Author)

University of Michigan, Stephen M. Ross School of Business ( email )

701 Tappan Street, R4390
Ann Arbor, MI MI 48109
United States
734.763.9455 (Phone)

HOME PAGE: http://www.andrewhoffman.net/

P. Devereaux Jennings

University of Alberta - Department of Strategic Management and Organization ( email )

Edmonton, Alberta T6G 2R6
Canada

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