Abstract
AbstractBased on a longitudinal, inductive study of a critical case from a cultural sector, this article explores how institutional entrepreneurs initiate change. Our explanation points to four mechanisms:creativitythat generates continuous flow of new ideas;theorizationthat takes stock of these ideas;reputationwithin and outside the field that endorses ideas as worthy of attention, anddisseminationthat brings ideas to the public domain. As novel ideas challenge received practices in the field, paradoxes of logics and identity emerge and provide potential for change.The study contributes to institutional theory by examining a preliminary, understudied stage of institutional change that provides a potential for change. Further, it shows how institutional entrepreneurs engage in the theorization and dissemination of their work. Finally, it reveals how reputation plays a critical role in the dissemination of new ideas and thus in the shaping up of the paradoxes and the potential for change. Copyright © 2007 John Wiley & Sons, Ltd.
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