Vision and Change in Institutional Entrepreneurship

Israel Drori is a Professor on the Faculty of the School of Business at the College of Management, Israel, and a Visiting Professor at the Faculty of Management, Tel-Aviv University. His publications include Transnational and Immigrant Entrepreneurship in Globalized World (2010, Toronto University Press); The Seam Line: Arab Women and Jewish Managers in The Israeli Textile Industry (2000, Stanford University Press). He is recipient of the 2008 Clifford Geertz Prize for Best Article in Cultural Sociology for “Repertoires of Trust: The Practice of Trust in Multinational Corporation amid Political Conflict,” in American Sociological Review.

“This is an excellent body of ethnographic scholarship on institutional entrepreneurship within the defense R&D sector, beautifully written and complete with a rich description of Gamma - a truly deep ethnography.”  ·  Siri Terjesen, Indiana University“This book is a pleasure to read. It is a highly unusual ethnography that provides a window into an institutional space (nuclear research) that is virtually invisible to the public eye. Given the obvious security issues involved, it is even more remarkable that the work was done. The ethnography itself is brilliantly written, showing ‘Gamma’ during a major transition in organizational ethics and activities.”  ·  Benson Honig, Teresa Cascioli Chair in Entrepreneurial Leadership, MacMaster University

• List of Tables and FiguresChapter 1. IntroductionThe Structure of the BookChapter 2. MethodologyData CollectionData AnalysisThe Role of the ResearchersChapter 3. Conceptual FrameworkInstitutional entrepreneurship: An Approach to Organizational TransformationPlanned Change InterventionsOrganizational VisionVision and Organizational LeadershipOrganizational Vision: A Facilitator of ChangeOrganizational Vision: A Hindrance to ChangeLegitimacy as Practice MechanismSensemaking Accounts as Schema for ChangeConclusionsChapter 4. Gamma: The Evolution of Goverenmental R&D OrganizationChallenges to the Mandate for Organizational ChangeManaging TensionsConclusionsChapter 5. Survival : The Pressure for ChangeConclusionsChapter 6. Chang in Style, Change in Form: Regenerating the Organizational StructureWhy Change? - The Demands of Organizational EnvironmentsDeploying Change at GammaConclusionsChapter 7. The Sensemaking for ChangeSensemakingConfrontational Sensemaking AccountsChange related sensemaking accountsConclusionsChapter 8. The Construction of Legitimacy for ChangeCompeting  Legitimacy: Narratives of Founding LegacyConfrontational Narratives of legitimacy during changeReconciling Legitimacy: survival narrativeConclusionsChapter 9. The envisioning Process: Building an Entrepreneurial VisionBuilding a Vision: Existing Theoretical ModelsGamma’s Formulation of a Entrepreneurial VisionConclusionsChapter 10. The Task of Constructing Change: The Mechanism of Vision CreationFormation of the Survival VisionCreating Vision for SurvivalConstructing Strategic VisionConclusionsChapter 11. Conclusion: Vision and Change in GammaConclusionsReferences