Organizational theory emphasizes how new organizational forms are produced by technological innovation but has glossed over the role of cultural innovation. This chapter suggests that social movements are important sources of cultural innovation and identifies the scope conditions under which social movements create new organizational forms. By doing so, it lends substance to the notion of institutional entrepreneurship and enlarges the theoretical reach of neo-institutionalism.

Peer education appears to be an effective means of achieving an increase in fruit and vegetable intake among lower socioeconomic, multicultural adult employees.

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This review considers a class of political activity that has largely been ignored by researchers extending social movement theory into organizations: covert political conflict. Although much of the literature we discuss focuses on contemporary corporations where the bulk of research on covert conflict has occurred, we also explore studies of covert conflict in a range of historical and organizational contexts that fall outside the contemporary work world. As we define it, covert political conflict encompasses four interrelated elements: contestation of institutionalized power and authority, perceptions of collective injury, social occlusion, and officially forbidden forms of dissent. Beyond these elements, covert conflict varies in its material and symbolic forms, collective dimensions, social visibility, and outcomes. We also examine explanatory approaches for covert conflict at the micro, organizational, field, and macro levels of analysis. Finally, we suggest a number of areas for future research on covert conflict that include developing theoretical frameworks across multiple levels of analysis, stronger linkages between organization theory and the study of covert conflict, strategies for measuring outcomes (including the emergence of overt political voice and organizational change), and new methods for empirical inquiry.