“…Therefore, innovative practices are likely to spread first to organizations already involved in activities that are compatible with the practice, since organizational change agents and innovation champions can bridge, amplify, and extend the frames of the practice so that they connect with the existing organizational activities' frames, without having to engage in complex organizational frame-transformation processes. 11 Traditional research on urban development and local politics has described cities as "growth machines," or coalitions of local real estate and business elites united with local government officials in the pursuit of economic development (Elkin, 1987;Mollenkopf, 1983;Molotch, 1976). Since 10 Snow et al (1986) identify four types of frame-alignment processes: frame bridging, which links two or more ideologically congruent but structurally unconnected frames; frame amplification, which clarifies and invigorates an interpretive frame; frame extension, which extends the boundaries of a primary frame to encompass interests that are incidental to the primary objectives of movement organizers; and frame transformation, which introduces and nurtures new values and reframes erroneous beliefs.…”