Intentionality and Attentionality Dynamics in an Institutional Change Process

In this article, we explore how actors' intentionality emerges, develops, and co‐evolves with institutional change. Although intentions are essential in shaping institutional change agents' motivations and actions, our understanding of their dynamics is limited and biased by the assumption that intentions are usually identifiable prior to institutional change. Building on the works of philosophers, in particular Husserl's life exploration of consciousness and intentions, we argue that a more effective way to conceptualize intentionality in institutional change is to consider attentionality, that is, how actors direct their mental focus toward specific elements of their social reality. Empirically, we draw upon a phenomenon‐driven study of the Algerian agricultural transformation from 2000 to 2019, with a focus on the contributions of Benamor, a leading agri‐food business. We theorize a process model that differentiates between passive and active intentions. Passive intentions are virtual mental possibilities upon which active intentions are built to instigate change. Our findings highlight attentional conversion as a crucial mechanism that drives the transition from passive to active intentions. These findings have important implications for our understanding of institutional change theories.