This article considers the strategies developed by a coalition of innovators and supporters to contribute to the consecration of a controversial innovation that transgresses the established codes. It does so through the analysis of Impressionism (1874–1900) that provoked a dramatic shift from classical to modern art. The case study suggests that such consecration can be achieved while claiming the distinctiveness of the controversial innovation, instead of toning it down. The findings reveal the importance of distributed strategies developed by loosely coordinated coalition members. More specifically, they point to simultaneous, and potentially contradictory, strategies: strategies aimed to enforce the distinctiveness of this controversial innovation, and strategies aimed to extend support for it, insisting that contradictory tensions between those strategies can prove useful in achieving consecration. Overall, the article contributes to research on the consecration of controversial innovations, as well as to the literature on framing and brokerage.

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Our paper investigates how an institution can be maintained over a long period of time through adaptations to the material artefact which instantiates it. To illustrate our argument, we conduct a historical case study of the Guimard Metropolitan railway entrances, a material artefact which instantiates the Belle Epoque institution from 1914 to 2000. Based on our findings, we develop a process model of institutional maintenance based on the malleability of a material artefact. Supported by three types of interrelated institutional work – damage, preservation and transferability work – we illustrate how adaptations to the material form, meaning and location of an artefact allow an institution to address the evolving environment and its associated challenges and thus to be maintained over time. Our study expands our understanding of long-term institutional maintenance by capturing the importance of the malleability of an artefact and in offering a more positive view on damage work. It also has some implications for studies on materiality in highlighting the multidimensionality of artefacts and the role of transferability and relocation.

As we take stock of our new responsibilities to the Journal of M@n@gement and its various contributors, from authors to reviewers, editors, and readers, we also acknowledge the broader challenges that science and society face today. Academic communities have multiplied critics about science’s ‘health’ and ethics in general, or those of management and organization studies in particular. From the institutionalization of imposter syndrome in our fields (Bothello & Roulet, 2019) and a pandemic of burnout (World Economic Forum, 2019), to increased scientific misconducts and threats on scientific integrity (Honig et al., 2018) and to the inadequacy of commercial scientific publishing models with the view of science as a global public good (Willinsky, 2005), academics individually and collectively face major struggles that even connect to wider challenges like climate change or ‘datafication’. In that context, we believe that we need to reflect

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Copies of this article can be made free of charge and without securing permission, for purposes of teaching, research, or library reserve. Consent to other kinds of copying, such as that for creating new works, or for resale, must be obtained from both the journal editor(s) and the author(s). M@n@gement is a double-blind refereed journal where articles are published in their original language as soon as they have been accepted. For a free subscription to M@n@gement, and more information: http://www.management-aims.com