Policy entrepreneurs and mobilization strategies: case studies of energy and natural resource policy reforms in Ghana

Purpose The purpose of this study was to demonstrate the utility of the mobilization model developed by Cobb et al. (1976) in conceptualizing and explaining the behaviors of policy entrepreneurs and political mobilization strategies in the policy process. Design/methodology/approach Drawing on peer-reviewed articles, government reports, and publications by interest groups and international organizations and using content analysis, the authors conducted two case studies of agenda-setting in Ghana. Findings The strategic actions taken by Presidents Kufuor and Mills to successfully change fuel subsidy policy in 2005 and petroleum revenue management policy from 2009 to 2011, respectively, followed the mobilization model and the initiation, specification, expansion, and entrance stages of agenda-setting. Research limitations/implications This study contributes to the empirical literature on policy entrepreneurship and political mobilization and demonstrates the analytical value of the mobilization model. To help deepen theoretical understanding of policy entrepreneurship and offer actionable insights for policy practitioners, the study also recommends future research directions. Originality/value To the best of the authors’ knowledge, this is the first study to investigate the utility of the mobilization model and the initiation, specification, expansion, and entrance stages of agenda-setting on energy and natural resource topics in a developing country context.