This paper seeks to understand how contested practices emerge, get adopted and become institutionalized in an organizational field. Our study of the institutionalization of the practice of corporate philanthropy in France from the late 1970s to the present offers a number of insights into how actors at multiple levels interact to overcome the initial resistance to adoption of practices which profoundly challenge fundamentally-established organizational beliefs. We find that actors at the field-, organizational- and micro-levels mobilized three sets of “paradoxical tactics” which helped to convince both internal and external stakeholders resistant to CP of its merits, eventually leading to the institutionalization of a practice that was initially bound to fail.
GAUTIER, A., PACHE, A.C. et CHOWDHURY, I. (2017). Bound to fail yet successful: understanding the institutionalization processes of contested practices. Dans: Academy of Management Proceedings. Academy of Management, pp. 13220.