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There has been a growing interest in transition studies on the role of agency in bringing about disruptive change. Previous studies have examined how actors perform institutional work to create legitimacy and transform institutions. In doing so, they have provided insights into specific practices and strategies that actors follow. This paper seeks to complement existing studies by elucidating the foundations of agency that transforms institutions through institutional work. Drawing on institutional sociology and organizational studies, resources, discourses and networks of actors are identified as key elements enabling institutional work practices. The agency of each actor is conceived of as dependent on the configurations it possesses with respect to these elements. A heuristic is presented that helps to determine the configurations associated with a strong agency in empirical settings and use Swiss waste management as an illustrative case example. The heuristic enables a systematic analysis of agency across different organizational fields.

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