Policy entrepreneurship under hierarchy: how state actors change policies in China

How do actors develop entrepreneurial activities to bring about policy change? To what extent the contexts in which they are embedded shape their behaviors? Relying on three comparative case studies, we use structure-, institution- and agent-based analytical framework investigate complex dynamic interactions between process of change initiated by state authoritarian China. We propose a conceptual framework, ‘policy entrepreneurship under hierarchy’, highlights influence power domination during process. It allows us offer renewed definition entrepreneur identify pattern successful contrast ‘four central elements’ suggested Mintrom Nomann. conclude that hierarchical China is displayed through two kinds relationship: proposal-approval entrepreneurs superiors; instruction-execution subordinates.