ABSTRACT
A lower-level bureaucrat with limited political capital is unlikely to become a policy entrepreneur capable of integrating resources and seizing policy opportunities. This paper presents a case study of a group of officials who enabled collective policy entrepreneurship by combining social acuity, problem reframing, common interests, lack of resources, and complementary capabilities. Facing internal and external pressures, to further their shared goals, these policy actors adopted entrepreneurial strategies such as work innovation, resource integration, and issue promotion, to continuously influence change and innovation.
