How can a proponent of change mobilize groups and organizations in support of a common project? Building on an extensive review of social movement theorizing and action, we argue that shared interests, network connections, the availability of resources, and the emergence of political, market and corporate opportunities (the standard topics discussed in extant literature) may be necessary, but are often insufficient for spurring mobilization. Conversely, cultural factors such as frames, identities, or practices are essential. Their presence can facilitate coordinated action even among unlikely allies, and their absence can prevent such action. Inspired by the work of Saul Alinsky (1909–1972), along with contemporary illustrations, we construct a two-step model of the role of culture in mobilizing for change. We bring attention to a change proponent’s cultural competence – skill in appreciating the different cultural meanings and values of those involved in a particular project of change – and cultural brokerage – skill in bridging and negotiating among actors with different cultural repertoires, to reach a temporary truce or covenant. We focus on two types of activities that define cultural brokerage, integration and redefinition, and apply them to the cultural factors of frames, identities, and/or practices. Our paper contributes to contemporary research on social movements, institutional theory, and cultural sociology.

变革的拥护者如何动员团体和组织支持一个共同的项目？在对社会运动的理论和行动进行广泛回顾的基础上，我们认为共享利益，网络联系，资源的可用性以及政治，市场和公司机会的出现（现有文献中讨论的标准主题）可能是必要的，但是通常不足以刺激动员。相反，诸如框架，身份或做法等文化因素至关重要。他们的存在即使在不太可能的盟友中也可以促进采取协调一致的行动，而他们的不在场可以阻止这种行动。受索尔·阿林斯基（Saul Alinsky，1909–1972）的工作以及当代插图的启发，我们构建了一个两步模型，说明了文化在动员变革中的作用。文化能力–理解参与特定变革项目的人们的不同文化含义和价值观的技能–文化经纪–在具有不同文化背景的演员之间进行桥梁和谈判以达成暂时停战或盟约的技能。我们专注于定义文化中介，整合和重新定义的两种类型的活动，并将它们应用于框架，身份和/或实践的文化因素。我们的论文对社会运动，制度理论和文化社会学的当代研究做出了贡献。