Page 199 - The Resilient Organization

ODD proved “right” in retrospect, transforming AT&T. Its work had significant impact on some parts, but it never built relationships to its success. dissipated as its position became leaders left. contributor. its creator left the firm. ODD’s threatening to the AT&T

Results but it did not ultimately succeed in with the managers most important While ODD survived as a movement for a surprisingly long time (perhaps due to its links to Bell Labs), it ultimately politically untenable and some of its ODD never achieved substantial changes in strategy making at AT&T as a who

ODD knew it was trying to change its overall project (for example, acting as an AT&T Labs–based support unit, it did not develop strategy for reaching top management). ODD reveled in being different and using methods that were highly ODD was more like a rebellion seeking to awaken than a constitutional m

ODD Behavior the rules, but it often took existing rules for granted in ways that hurt original (including unusual language). political and institutional support. some new management practices (such as scenario planning), but it Some ODD behavior was politically astute, but as it achieved successes, strate

Key Lessons of Institutionalism for Activists

Institutions are rules of the Luckmann, 1966) and that create a logic of Olsen, 1989). 1988). Institutions are formed not so Luckmann, 1966). Supporters must form a agenda setting and “goallessness” (Fligstein, 1997).
Literature game (North, 1990) that are taken for granted (Berger & appropriateness (March & Institutional entrepreneurship is highly political (DiMaggio, much by deliberate decision as by habitualization, objectification, and sedimentation (Berger & “center” or “core” supporting new institutions through the

Table 13.1 Topic Nature of institutions Nature of institutional entrepreneurship Process of institutional change Institutional entrepreneurship skills

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