Processes of institutional entrepreneurship: CCF's impact on Namibia's agricultural institutions

Abstract

This paper looks at the underlying processes of institutional entrepreneurship, using the Cheetah Conservation Fund (CCF) in Namibia as a case study. In particular, I apply qualitative analysis to understand how three of the NGO's initiatives have brought about institutional change in Namibia's agricultural and related business contexts. Each initiative varied in the degree of economic and environmental impact, the extent to which the mindset of stakeholders was influenced, program success, and the level of institutional change. I propose a process model of institutional entrepreneurship in which conducting groundwork, taking a business-like orientation and leveraging status and power influence stakeholder and partner mindsets and ease the path to collaboration and participation. These events lead to the implementation of the initiative, and to what extent it is adapted or scaled up and out, to deepen the effect of institutional change.