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Using qualitative and longitudinal social network analyses, I found that NISP engaged in three sets of action---conversation, connection, and co-creation---which differentially impacted the path of diffusion of the new practice. From this, I developed a conceptual framework around the'actions and impacts' influencing institutional change, which influence not only whether but how the emergence and diffusion of new practices occurs. This framework extends current views of institutional change and institutional entrepreneurship by exploring those underexplored processes and mechanisms which support the processes of change over time. It also contributes to related work in strategic brokerage by showing NISP's actions as a diverse set of brokerage activities with independent yet related outcomes. This dissertation also lays the groundwork for future work to continue developing more nuanced and robust perspectives of the roles and actions of institutional entrepreneurs as they engage in the managing the underlying processes supporting institutional change.