Framing Insider and Outsider Movements: Choosing and Implementing Strategies to Change Organizations.

This paper asks how movements within organizations make the choice to identify and strategize as insider activists versus as outsider activists, how these movements signify this choice to other actors within the organization, and explores the consequences of these choices. The exploratory findings presented in this paper are based on an analysis of movements for curricular change in the post-1960s era at six diverse institutions of higher education. Data on these curricular change movements are drawn from archival research and interviews of activists. The paper concludes that the decisions of activists about strategy, tactics, and framing are shaped by the pre-existing collective identities shared by activists, as well as the organizational practices of inclusion and exclusion. It also offers a taxonomy of movement types to guide further research on activism within organizations. [ABSTRACT FROM AUTHOR]