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. 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.

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Keywords Kyoto Protocol, climate change, collective action, collective institutional entrepreneurship, global regulatory institution, institutional theory, public policy, regime theory
Persistent URL hdl.handle.net/1765/10811
Citation
Wijen, F.H, & Ansari, S.M. (2007). Overcoming inaction through collective institutional entrepreneurship. Organization Studies, 7. Retrieved from http://hdl.handle.net/1765/10811