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Published online by Cambridge University Press: 05 July 2011
This chapter will survey the literature relevant to the processes of formal institutional change, present the central claims on which the book is based, and develop a new theory that combines shared mental models and policy entrepreneurship. We will then use this theory to explain the design of institutional change and identify the role of the Supreme Court as a political entrepreneur in creating this institutional change. In the first part of this chapter, we shall present the tenets of the institutional theory, including its sociological facets as well as the facets arising from studies about social choice theory. We will stress the comparative lack of analysis of the specific aspects pertaining to institutional change making. The second part of the chapter will expand on the claims that underpin the book's central theme, namely shared mental models and political entrepreneurship.
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