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      Lessons learned for collaborative approaches to management when faced with diverse stakeholder groups in a rebuilding fishery

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          Who's in and why? A typology of stakeholder analysis methods for natural resource management.

          Stakeholder analysis means many things to different people. Various methods and approaches have been developed in different fields for different purposes, leading to confusion over the concept and practice of stakeholder analysis. This paper asks how and why stakeholder analysis should be conducted for participatory natural resource management research. This is achieved by reviewing the development of stakeholder analysis in business management, development and natural resource management. The normative and instrumental theoretical basis for stakeholder analysis is discussed, and a stakeholder analysis typology is proposed. This consists of methods for: i) identifying stakeholders; ii) differentiating between and categorising stakeholders; and iii) investigating relationships between stakeholders. The range of methods that can be used to carry out each type of analysis is reviewed. These methods and approaches are then illustrated through a series of case studies funded through the Rural Economy and Land Use (RELU) programme. These case studies show the wide range of participatory and non-participatory methods that can be used, and discuss some of the challenges and limitations of existing methods for stakeholder analysis. The case studies also propose new tools and combinations of methods that can more effectively identify and categorise stakeholders and help understand their inter-relationships.
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            Modelling with stakeholders☆

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              Evolution of co-management: role of knowledge generation, bridging organizations and social learning.

              Over a period of some 20 years, different aspects of co-management (the sharing of power and responsibility between the government and local resource users) have come to the forefront. The paper focuses on a selection of these: knowledge generation, bridging organizations, social learning, and the emergence of adaptive co-management. Co-management can be considered a knowledge partnership. Different levels of organization, from local to international, have comparative advantages in the generation and mobilization of knowledge acquired at different scales. Bridging organizations provide a forum for the interaction of these different kinds of knowledge, and the coordination of other tasks that enable co-operation: accessing resources, bringing together different actors, building trust, resolving conflict, and networking. Social learning is one of these tasks, essential both for the co-operation of partners and an outcome of the co-operation of partners. It occurs most efficiently through joint problem solving and reflection within learning networks. Through successive rounds of learning and problem solving, learning networks can incorporate new knowledge to deal with problems at increasingly larger scales, with the result that maturing co-management arrangements become adaptive co-management in time.
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                Author and article information

                Journal
                Marine Policy
                Marine Policy
                Elsevier BV
                0308597X
                August 2021
                August 2021
                : 130
                : 104555
                Article
                10.1016/j.marpol.2021.104555
                1617dbfd-495c-4f9e-a6ed-a75cc2c6b609
                © 2021

                https://www.elsevier.com/tdm/userlicense/1.0/

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