Search results

The focus of this chapter is primarily on Burton Blatt’s investigations and exposés of closed institutions. These are the catalysts that served to set the stage for subsequent campaigns for inclusive schooling. The chapter also discusses issues of educability, the meaning of the concept of intellectual disability, the role of science in inclusion and treatment, and frameworks for pursuing, performing, and maintaining inclusive education and living. And in the interests of full disclosure, readers will note the personal connection between Biklen and Blatt, a result of sustained collaboration over many years.

We propose that institutional logics are resources organizations use to leverage their strategic choices. We argue that firms with an awareness of multiple available logics, expressed by a larger stock of competences and a broader industrial scope are more likely to add an institutional logic to their repertoire and to become purist in this new logic. We also hypothesize that a favorable opportunity set as expressed by status leads high and low status firms to add a logic but not to focus exclusively on this new logic. We examine our hypotheses in the French industrial design industry from 1989 to 2003 in which a managerialist logic emerged and prevailed along with the pre-existing institutional logics of modernism and formalism. Our findings contribute to theory on the relationship between organizations’ strategy and institutional change and partially address the paradox of why high-status actors play a key role in triggering institutional change when such change is likely to undermine the very basis of their social position and advantage.