Adaptive co-management: How social networks, deliberation and learning affect legitimacy in carnivore management

Abstract

Adaptive co-management (ACM) is a key concept in science and an increasingly adopted policy response in conservation, associated with a number of positive outcomes. However, the effects and mechanisms of co-management arrangements, including the conditions under which ACM gives rise to higher levels of internal and external legitimacy, are yet to be explored. This endeavor, in turn, requires theoretically driven models providing assumptions and outlining testable hypotheses. Considering the social challenges of ACM and using an institutional change within the Swedish carnivore management system aimed at achieving legitimacy through co-management as an illustrative example, this article develops a conceptual model that encompasses conditions and possible explanations to ACM outcomes. More specifically, drawing on lessons from social theory, we model the impact of three key factors—social networks, deliberation and learning—on the external and internal legitimacy resulting from ACM arrangements. Based on the model proposed, the popular assumptions of ACM outcomes can thus be empirically scrutinized and the conditions for increased legitimacy through ACM arrangements better comprehended.