Abstract
Research on institutional entrepreneurship views the position of actors across fields – a form of multiple embeddedness - as an enabling condition for envisioning new practices or norms. The results of this inductive case study show that actors located across two fields can leverage on such position to mobilize a broader set of allies, thus making more likely to create consensus about their institutional initiatives. This can be done through framing strategies that a) make the case of institutional change in one field relevant also for the other field, b) construct categories of actors that instrumentally associate actors in one field to actors of the other field. We aim to contribute to the literature on institutional entrepreneurship regarding how position across fields can be a strategic leverage for advancing institutional change.