Co-management implementation in forested national reserves: Contradicting cases from China

Ting Zhu, Max Krott and Haiyun Chen

Forest Policy and Economics, 2014, vol. 38, issue C, 72-80

Abstract: Forest resource co-management, a new management model introduced from foreign countries, was implemented for more than ten years in China. However, forest resource co-management is currently in a practice and exploration stage. This research compares two contradicting research cases that have the same physical environment and management institutions to further understand co-management mechanisms and practical operations. By linking Ostrom's eight design principles with the actor-centered power theory, this research attempts to explain the success and failure of co-management from institutional arrangement and power theory research perspectives. Based on a series of research surveys, our research shows that the success or failure of forest resource co-management depends not only on the soundness of the co-management institution itself (from the power theory point of view) but also on whether the co-management institution can obtain support from local power actors. More specifically, the success or failure of forest resource co-management depends on whether co-management mechanisms can meet the interests of the local power actors, which are a key factor for deciding the co-management implementation success.

Keywords: Co-management; Forest resources; Design principles; Actor-centered power; Contradicting cases (search for similar items in EconPapers)
Date: 2014
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Citations: View citations in EconPapers (2)

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Persistent link: https://EconPapers.repec.org/RePEc:eee:forpol:v:38:y:2014:i:c:p:72-80

DOI: 10.1016/j.forpol.2013.07.005

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