Nowadays actors within the business context are presented with a vast menu of different ideas which they can potentially adopt. This begs the question why actors choose to adopt a specific idea out of all the other available options. Our study explores the theoretical topic concerning travel of ideas, through the empirical context of leaders who practice extreme athleticism. The research question is: How and why do leaders adopt the idea of extreme athleticism? To answer this question, we assort several theoretical insights into six themes that are foremost predicated upon Scandinavian institutionalist contributions. The six themes are translation, previous practices, strategic purposes, fashion, legitimacy, and field, which is synthesised into a novel conceptual framework to help us understand how and why actors adopt an idea. The study is qualitative and collects data from 12 semi-structured interviews and 48 newspaper articles. Our main finding is that each of the six themes explored in this study are salient and helps us understand how and why actors adopt an idea, with a particular emphasis on the interplay between the intrinsic and extrinsic benefits. A suggestion for further research is therefore to develop and refine the conceptual model presented in this study.