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Collective action engagement can enable individuals to overcome self-interestedness and work toward shared goals but to “get the institutions right for cooperation” requires an understanding of how the particular set of market and nonmarket relationships really work for participants. In the context of the biodiesel value chain in Brazil, this paper uses a case study to explore how institutional arrangements need to evolve if they are to foster the productive and sustained inclusion of small farmers in collective action to promote sustainable innovation as a regional economic development strategy. The analysis suggest that collaborative arrangements between policy-makers, Petrobras and grass-root representatives acting as agents of farmers shaped the design of the program and provided political and economic incentives for its implementation. However, institutional and socio-technical innovation failed to take …