Title of Dissertation: national renewable energy policy

American Behavioral Scientist
40, 
no. 4 (1997): 406-418. Oliver, Christine. "Strategic responses to institutional processes." 
Academy of Management Review
16, no. 1 (1991): 145-179. 
52
Greenwood, Royston, and Christopher R. Hinings. "Understanding radical 
organizational change: Bringing together the old and the new institutionalism." 
Academy 
of Management Review
21, no. 4 (1996): 1022-1054.; Hoffman, Andrew J. "Institutional 
evolution and change: Environmentalism and the US chemical industry." 
Academy of 
Management Journal
42, no. 4 (1999): 351-371.
53
Hoffman, Andrew J. "Institutional evolution and change: Environmentalism and the 
US chemical industry." 
Academy of Management Journal
42, no. 4 (1999): 351-371.

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44 
function of internal dynamics of organizations including interests, values, power 
dependencies and capacities.
54
A line of studies focuses on the concept of “institutional entrepreneurship” to 
address institutional change. Institutional entrepreneurs are actors who envision new 
institutions or transform existing institutions.
55
As the concept focuses on the actors, it 
easily overemphasizes the heroic behaviors of specific actors, which result in ignoring 
institutional pressures on those actors. To address this weakness, Battilana, Leca, and 
Boxenbaum suggested two enabling conditions for institutional entrepreneurship: field 
characteristics, and actor’s social position.
56
Field characteristics include jolts and crises, 
heterogeneity of institutional arrangements, and the degree of institutionalization. Jolts 
and crises such as regulatory change, economic and political crises, and social upheaval 
encourage the introduction of new ideas by disturbing field-level consensus.
57
Heterogeneity could be enabling conditions, since they are likely to increase internal 
conflicts. Seo and Creed also suggested that institutional contradictions such as efficiency 
gaps, nonadaptability, interinstitutional incompatibility, and misaligned interests increase 
54
Greenwood, Royston, and Christopher R. Hinings. "Understanding radical 
organizational change: Bringing together the old and the new institutionalism." 
Academy 
of Management Review
21, no. 4 (1996): 1022-1054.
55
DiMaggio, P. J. "Interest and Agency in Institutional Theory”, in 
Institutional Patterns 
and Organizations: Culture and Environment
, ed. Lynne G Zucker (MA: Ballinger, 
1988). 3-22.
56
Battilana, Julie, Bernard Leca, and Eva Boxenbaum. "2 how actors change institutions: 
towards a theory of institutional entrepreneurship." 
The Academy of Management Annals
3, no. 1 (2009): 65-107.
57
Fligstein, Neil. "Social skill and institutional theory." 
American Behavioral Scientist
40, no. 4 (1997): 397-405.; Greenwood, Royston, Roy Suddaby, and Christopher R. 
Hinings. "Theorizing change: The role of professional associations in the transformation 
of institutionalized fields." 
Academy of Management Journal
45, no. 1 (2002): 58-80.

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45 
the likelihood of human praxis for institutional change.
58
Lower level of 
institutionalization encourages the actions of institutional entrepreneurs since it increases 
uncertainty. Under increasing uncertainty, firms tend to find institutional solution since 
they are not able to solve problems under existing conditions.
59
Under these enabling conditions, institutional entrepreneurs initiate divergent 
institutional changes. The activities of institutional entrepreneurs can be divided into two 
categories of creating a vision for change, and mobilizing actors.
60
First, institutional 
entrepreneurs develop and provide a vision for change to appeal audience. Greenwood 
and colleagues suggested “theorization” as a key stage of institutional change, which 
include framing current problems and justifying solutions.
61
Maguire and colleagues 
found empirical evidence of theorization in emerging fields; they showed that 
institutional entrepreneurs theorize new practices by organizing diverse arguments that 
address different interests in the fields.
62
A new logic that best suit actors’ interests can be 
a powerful tool of institutional change for institutional entrepreneurs.
63
58 Seo, Myeong-Gu, and WE Douglas Creed. "Institutional contradictions, praxis, and 
institutional change: A dialectical perspective."