This article argues that the BP Oil Spill is, potentially, a “cultural anomaly” for institutional changes in environmental management and fossil fuel production. The problem as defined by the spill’s context, the potential solutions provided by the competing logics in that context, and the selection of problem—solution bundles through the fortuitous timing of events, and more calculative efforts of institutional entrepreneurs within that context have come close to acting as a catalyst for deeper change, but not quite. For reasons that this article discusses, true change in the approach to handling issues related to oil drilling, oil consumption, and environmental management have yet to occur.
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