Abstract

Institutions and actors both play a critical role in sustainability transitions, yet they have never been investigated together. This study combines both dimensions, systematically applying an institutional logics and boundary spanning lens to examine the interplay between structure and agency over the course of a particular system innovation: the case of urban stormwater management in Melbourne, Australia. Looking through this dual lens reveals the socio-institutional patterns and mechanisms that determine inertia and practice change in the urban stormwater management system. We found that structure and agency co-evolve; when their relationship changes, the dynamics between boundary spanning and institutional logics change too – as do the corresponding niche and regime developments. Our findings suggest that even radical innovations can be successfully institutionalized when using certain forms of boundary spanning at specific phases of a system innovation.

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