ABSTRACT
Institutional theory provides a theoretical model of analysis for the process of institutional construction that fits well with the development of nanotechnologies as a field (Lawrence, Hardy, and Phillips 2002; de-Holan, Phillips, and Lawrence 2004; Phillips, Lawrence, and Hardy 2004). However, the exploration of the impact of Pat Mooney’s innovative practices on the emergence of new institutions leads us to revisit some of the theory’s conclusions on organizational analysis, notably those concerning embeddedness and institutional isomorphism (DiMaggio and Powell 1983; DiMaggio 1988; Jepperson 1991). Indeed, the findings of this chapter will illustrate two important phenomena. First, they reveal that the extent of Pat Mooney’s influence on the institutionalization of nanotechnology is directly linked to his innovative practices. Second, they corroborate those works showing that innovation processes themselves are more like bricolage than the traditional linear model of innovation would suggest (von Hippel 1977; Garud and Karnoe 2003; Baker and Nelson 2005). Indeed, in the ETC case, although the succession of events and decisions appeared to follow a clear strategy, it was also a combination of chance opportunities. The analysis also demonstrates that it was due to the ‘unembedded’ nature of its strategy that the NGO received sufficient support to emerge as an OPP (obligatory passage point) in the nanotechnology debate.
