While firms may accept, acquiesce, and conform to their regulatory environments (Meyer & Rowan, 1977; Zucker, 1987), firms that encounter constraints that are especially burdensome or costly may be more likely to attempt to alter their regulatory environments (Oliver, 1991; Seo & Creed, 2002). Although past research has described the tactics and strategies organizations may use to interact with or alter their institutional environments, we have much less understanding regarding why and how these activities may be linked to the pursuit of opportunity and why some firms may be better at selecting and pursuing institutional strategies than others. Drawing on institutional entrepreneurship (DiMaggio, 1988; Greenwood & Suddaby, 2006) and capabilities perspectives (Barney & Ariken, 2001; Nelson & Winter, 1983; Winter, 2003), this research intends to fill this gap by establishing a greater understanding related to the routine activities firms develop and deploy to navigate their regulatory environments in order to pursue and exploit new opportunities.