Abstract
We explore the micro processes by which actors change established macro- institutional structures. Drawing on the concept of institutional entrepreneurship, we examine how the Industrial Technology Research Institute (ITRI, a Taiwanese statutory agency) transformed R&D management practice in Taiwan¡¦s public research sector between 1987 and 2009. In considering ITRI as an institutional entrepreneur, we emphasize the enactment of bricolage, brokerage, and communication strategies in developing the change process. We discuss the evolution of the three strategies.