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Overcoming Inaction through Collective Institutional Entrepreneurship: Insights from Regime Theory

Frank Wijen

RSM Erasmus University The Netherlands, fwijen{at}rsm.nl

Shahzad Ansari

RSM Erasmus University The Netherlands, sansari{at}rsm.nl

Studies on institutional change generally pertain to the agency-structure paradox or the ability of institutional entrepreneurs to spearhead change despite constraints. In many complex fields, however, change also needs cooperation from numerous dispersed actors with divergent interests. This presents the additional paradox of ensuring that these actors engage in collective action when individual interests favor lack of cooperation. We draw on complementary insights from institutional and regime theories to identify drivers of collective institutional entrepreneurship and develop an analytical framework. This is applied to the field of global climate policy to illustrate how collective inaction was overcome to realize a global regulatory institution, the Kyoto Protocol.

Key Words: collective institutional entrepreneurship • institutional theory • regime theory • collective action • public policy • climate change • global regulatory institution • Kyoto Protocol

Organization Studies, Vol. 28, No. 7, 1079-1100 (2007)
DOI: 10.1177/0170840607078115
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R. Garud, C. Hardy, and S. Maguire
Institutional Entrepreneurship as Embedded Agency: An Introduction to the Special Issue
Organization Studies, July 1, 2007; 28(7): 957 - 969.
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