Agenda-setting and power in collaborative natural resource management

N Dandy, S Fiorini, Althea Lynn Davies

    Research output: Contribution to journalArticlepeer-review

    10 Citations (Scopus)

    Abstract

    Collaborative management is a widely accepted means of resolving conflict amongst natural resource stakeholders. Power sharing is central to most conceptualizations of collaboration, but theoretical insights about power are only rarely used to interrogate collaborative processes. Agenda-setting theory was used to analyse cases of collaborative deer management in England, Scotland and Indiana (USA). Collaborative management agendas across scales and social contexts were found to be primarily set by contextual factors, particularly stakeholders drawing on specific cultures and policies, and pre-defining issues. These findings highlight significant gaps between the theory and practice of collaboration. If, in practice, substantial power has been wielded in advance, the capacity of subsequent collaborative processes to share power amongst stakeholders may be severely limited. To provide opportunities for differing cultural perspectives to be expressed and challenged, convenors of collaborative processes therefore need to be aware of and reflexive upon existing power relationships and structures.
    Original languageEnglish
    Pages (from-to)311-320
    JournalEnvironmental Conservation
    Volume41
    Early online date15 Nov 2013
    DOIs
    Publication statusPublished - Dec 2014

    Keywords

    • agenda-setting
    • collaboration
    • comanagement
    • conservation
    • deer
    • power
    • wildlife management

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