Two steps forward, two steps back: The role of innovation in transforming towards community-based marine resource management in Solomon Islands
•We examine the emergence of CBRM ideas and institutions in coastal communities.•We use insights from innovation, learning and transformability theories in SES.•CBRM institutionalisation processes were non-linear and depended on context.•Most innovations took place in CBRM governance, and not manage...
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| Published in: | Global environmental change Vol. 28; pp. 309 - 321 |
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| Main Authors: | , , , , |
| Format: | Journal Article |
| Language: | English |
| Published: |
Amsterdam
Elsevier Ltd
01-09-2014
Elsevier |
| Subjects: | |
| Online Access: | Get full text |
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| Summary: | •We examine the emergence of CBRM ideas and institutions in coastal communities.•We use insights from innovation, learning and transformability theories in SES.•CBRM institutionalisation processes were non-linear and depended on context.•Most innovations took place in CBRM governance, and not management.•Building legitimacy, inclusiveness and witnessing benefits were powerful elements.
In many coastal nations, community-based arrangements for marine resource management (CBRM) are promoted by government, advocated for by non-government actors, and are seen by both as one of the most promising options to achieve sustainable use and secure inshore fisheries and aquatic resources. Although there is an abundant literature on what makes CBRM effective, is it less clear how CBRM is introduced or develops as an idea in a community, and the process of how the idea leads to the adoption of a new resource management approach with supporting institutions. Here we aim to address this gap by applying an explicit process-based approach drawing on innovation history methodology by mapping and analysing the initiation and emergence of CBRM in five fishing-dependent communities in Solomon Islands. We use insights from the literatures on diffusion of innovation and transformability to define phases of the process and help guide the inductive analysis of qualitative data. We show the CBRM institutionalisation processes were non-linear, required specific strategies to move from one phase to the next, and key elements facilitated or hindered movement. Building active support for CBRM within communities depended on the types of events that happened at the beginning of the process and actions taken to sustain this. Matching CBRM to known resource management ideas or other social problems in the community, developing legitimate institutions and decision-making processes, strong continual interactions between key actors and the rest of the community (not necessarily NGO actors), and community members witnessing benefits of CBRM, all contributed to the emergence and diffusion of CBRM in the communities, and helped to overcome barriers to transformative change. |
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| ISSN: | 0959-3780 1872-9495 1872-9495 |
| DOI: | 10.1016/j.gloenvcha.2014.07.008 |