Analysis of institutional adaptation: integration of biodiversity conservation into forestry

Abstract

Integrating biodiversity conservation into forest management requires changes in the practices of those public and private actors that have implementing responsibilities and whose strategic and operational opportunities are at stake. Understanding this kind of context-dependent institutional adaptation entails bridging between two analytical approaches: policy implementation and organizational adaptation. This article combines these two approaches by reviewing them, and their caveats, and by summarizing empirical analyses of organizational competences, specialization, professional judgment, and organizational networks in the organizational field of non-industrial private forestry in Finland. Drawing on these theoretical and empirical analyses, the article discloses the broad phenomenon of institutional adaptation in the integration of biodiversity conservation and forest management. The empirical analyses point to the dominance of hierarchical policy implementation over strategic organizational adaptation. Together with the detected isomorphism of professional norms and networks, these contribute to meeting minimum standards but can constrain the ways in which the organizations and professionals respond to the challenge of biodiversity conservation. The detected inertia signals lack of alertness. It is perhaps also an indication of self-sufficiency among the actors. The interpretation of these responses to challenges and responsibilities across the public and private sector boundaries demonstrates the necessity of combining the two traditionally segregated approaches.